April 18, 2012

WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
1
Proprietary and Confidential
Loss Control Advisory Services 1
WSC 70
th
Annual
Safety & Health Conference
Safe Behaviors in the
Workplace
April 18, 2012
"Our loss control service is advisory only. We assume no responsibility for management or control of customer safety activities nor for implementation of recommended corrective
measures. This presentation is based on information supplied by the customer and/or observations of conditions and practices at the time of the consultation. We have not tried to
identify all hazards. We do not warrant that requirements of any federal, state, or local law, regulation or ordinance have or have not been met.
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Objectives
During todays session we will:
Review systems components and how they play a
part in safety
Discuss the ABCs of human behavior
Discuss feedback and its impact on how people
perform
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NATURE OF RISK
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
2
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Why Do Accidents Occur?
Performance
Discrepancies
92%
Knowledge
Discrepancies
2%
Equipment
Discrepancies
6%
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System Components
Environment
Optimized
System
The workplace
that can be
designed and
built.
The knowledge,
understanding,
skill, and ability
to perform a job
or task.
Why people
do things
the way they
do.
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System Component Realities
ENVIRONMENT
Wheremost organizations start
What we are most comfortablewith
Gets most of our energy and attention
Feelslikeit has a highreturn(but it
doesnt)
CAPABILITY
Weautomaticallythink of training,
andstop there
In reality, it includes language
barriers, physical attributes, fitness,
jobplacement, available time, tenure,
experiences, etc.
Most organizations dont do as well
with this as they think
MOTIVATION
What most organizations neglect and
fail to study/manage
The underdevelopedsideof the
organizations brain
Werenot comfortable, it is
threatening, andgets little energy
Yet it has the highest, quickest, most
sustainable return
Our Focus
Optimized
System
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
3
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System Discrepancies & Solutions
Environment
People dont have the tools & equipment they need to
work productively
Capability
People dont know what to do or why it should be done
Motivation
People dont do what they should or do what they
shouldnt
Engineer
Train &Educate
Manage Consequences
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Integrated Solutions
Consider the following as an example:
You obtain a new lift table to reduce bending
while manually palletizing boxes (engineering)
You train your employees on how to use the lift
table correctly (training)
You monitor their use of the lift table and give
them feedback to ensure it is being correctly
and consistently used (managing
consequences)
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Behavior (What we can see someone do)
Antecedent (Cues or signals to do something)
Consequence (What we get from what we do)
The ABCs of Human Behavior
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
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Basic Motivation Framework
6. Reassess Need 1. Need
4. Act 3. Choose Action
5. Consequences 2. Search for Options
B
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Behaviors
An act or action what you do
Can be desirable (safe) or undesirable (at-risk)
Our decision to act in either a safe manner or in an
at-risk manner is influenced by both antecedents
and consequences
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At-risk Behaviors
(Sometimes theyre easy to spot, right?!)
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
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Antecedents
Occur before an act or behavior is performed
Cues a persons behavior
Have an lesser impact (20%) on our behavior than
consequences
Examples include:
Signs, posters, written policies, training, etc.
Past experiences
Given a lot of emphasis in traditional safety
processes
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Are These Antecedents?
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When you see this
sign what would you
do?
What causes you to
make the decision to
run it?
3
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
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What Can Happen?
Positive Result
Nothing happens (which influences your decision to run future
yellow lights)
Negative Results
You get a ticket
You have a car accident
There are two potential outcomes in running a yellow light:
4
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Consequences
Are the results or outcomes of our actions
Can be either positive or negative
Have a greater impact (80%) on our behavior
than antecedents
Not given enough attention in traditional safety
processes
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We get what we want
We avoid what we dont want
We get what we dont want
We dont get what we want
The Four Consequences
Habit
Increase likelihood behavior will be
repeated
Decrease likelihood behavior will be
repeated
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
7
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Application of consequences
Positive or Negative
Prompt or Delayed (now or later)
Probable or Improbable (certain or uncertain)
Pertinent or Impertinent (important or not important)
Consequences have a greater influence on behavior
when they are Prompt, Probable, and Pertinent.
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Use of Feedback as a Consequence
Feedback is generally given for two reasons:
1. When you want to reinforce a safe behavior
so it gets repeated (appreciative)
2. When you need to correct an at-risk behavior
so it does not get repeated
(constructive/coaching)
Look for opportunities to give more
appreciative feedback 4:1 Ratio
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Feedback
Most powerful of all consequences and very
effective at changing behavior
You have complete control over it; it cannot be left to
chance or given in a haphazard manner
Must be direct and specific
If you dont do it someone else will
Providing no feedback can be thought of as
unspoken approval
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
8
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Performance Springboards
Removing barriers to gain desired performance
Discrepancies
Environment
Capability
Motivational
Engaging opportunities that accelerate progress
towards desired performance
Work Process Consequences
Tangible Consequences
Creating new opportunities that enhance the system
not just advance the behavioral project
Social consequences
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Optimum Performance Is Possible
when all forms of consequences experienced by
performers operating within the system are managed!
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Social Consequences aka Feedback
Appreciative \ uh-pre-shyuh-tiv\ adj : having or showing
appreciation (Appreciate)
a. To evaluate the worth, quality, or significance of
b. To admire greatly
c. Be fully aware of
d. To recognize with gratitude
e. To increase in number or value
Constructive \kun-struk-tiv\ adj : (Construct)
a. Fitted for or given to constructing
b. Helping to develop or improve something
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
9
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The Purpose of
All appreciative feedback is to increase the frequency
of (reinforce) desired behavior
Constructive feedback is to cue desired behaviors
which can then be reinforced after they occur
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Appreciative Feedback
Immediate
As soon as possible after the worthy behavior
Certain
As often as possible
Pertinent
Why it is being delivered
Why it matters that the person behaved as they did
I saw it!
I liked it!
I thank you!
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Constructive Feedback
Try it as a cue!
It works best when delivered right before the desired
behavior is expected to occur
Follow it with appreciative feedback
Catch the person engaged in the desired behavior and
deliver appreciative feedback as soon as possible
Provide 4 times as much appreciative as constructive
Try to avoid feedback sandwiches:
You are a highly valued employee but
Great job! Maybe next time you could
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
10
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Feedback (cont.)
Must be given on a random and regular basis
You must have credibility when giving never
engage in do as I say, not as I do
Must be given genuinely
Must be given immediately after the behavior
provide constructive feedback for all at-risk
behaviors observed
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Dont Take My Word For It!
Go find the best little league baseball team in your town
and watch what the coach does as the kids go to bat!
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The Power of Feedback
Penny Pitch Exersize
April 18, 2012
WSC 70
th
Annual Safety & Health Conference
Safe Behaviors in the Workplace
The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.
11
Loss Control Advisory Services
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Summary
Systems impact safety environment, capability,
motivation
Performance discrepancies create risk
Integrated solutions to address risk
ABCs of human behavior
Appreciative and constructive feedback as a
managed consequence
Any questions, comments,?
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