Behaviour Modification Approaches to Safety. Work Safe Behaviour Program A Micro-approach

Transcription

1 Behaviour Modification Approaches to Safety Work Safe Behaviour Program A Micro-approach

2 The origins Heinrich 1930s The work of Heinrich concluded that unsafe acts were primarily responsible for 88% of industrial accidents (Geller, 1996; LaBar. 1998) Skinner 1940s Begin observing what people did and applying intervention techniques to reinforce desired behaviours and modify undesired behaviours - ABC Theory (Antecedents, Behaviour, Consequences)

3 What is Behavioural Based Safety? In its most simplistic form the BBS process involves the identification and listing of critical target safe behaviours BBS operates on the fundamental believe that Every job, no matter how safe its design, has its required safe behaviours and performance standards (Gilmore, 1996) BBS focuses on the prevention of unsafe acts and the measurement or quantification safety, based on observed safety related behaviours. (Day, 1995)

4 Approaches Marco-Approach Attempts to modify behaviour by changing the values and attitudes of the individuals within the organization, Remarks: attitude, values and feelings are not observable. Micro-Approach Attempts to bring about a change in the attitudes and values of individuals by reinforcing and encouraging positive or desirable behaviours Remarks: it is an easiest way to get started. Behaviours are observable and measurable.

5 Seven Key Principles of Successful Application of BBS (Geller) 1. Focus on what people do and why they do it 2. Identify the environmental conditions that influence behaviour 3. Understand why behaviours occur and identify and manipulate external influences to reinforce or change behaviour 4. Empower individuals to achieve pleasant consequences for self. 5. Provide objective feedback based on measured compliance with defined standards 6. Be prepared to modify your approach do not be restricted by theoretical expectations 7. Design intervention programs that empower and build trust, based on awareness of attitudes or feeling states

6 BBS is not a short term or one off project It is a never-ending continuous improvement process, one that requires ongoing and comprehensive involvement from the people protected by the process (Geller, 1996) Behaviour that is strongly reinforced will be maintained

7 Work Safe Behaviour Programme (HK) A simple WSB programme includes identify critical sets of safe and at-risk behaviours. These are used to develop Safe Behaviour Inventories, which personnel use to systematically monitor their colleagues ongoing safety behaviour. Based on the results of the peer monitoring, workgroups set their own collective safety improvement targets. Information feedback is then provided weekly to allow the workgroups to track their progress against the safety targets.

8 Why implementing WSB process? Implementing a WSB process changes the safety culture on the shop floor from one in which safety is imposed by rules and enforcement on a work force, to one in which safety is driven by workers desire to maintain their group s own safety programme. Using behavioural data to sustain continuous improvement in safety

9 Advantages of work safe behaviour approaches 1. Management may demonstrate their commitment to improving safety 2. The workforce and management talking to each other about safety 3. Increased profile of safety and health 4. Employee engagement in safety 5. Managers/supervisors learn to act promptly on unsafe acts 6. Managers/supervisors learn to think about human factors.

10 What influences Behaviour? Organizational Culture Attitude Behaviour Behaviour is observable acts Attitudes are an individual, internal guide to behaviour Organizational culture is a group-base, external guide to behaviour

11 Influence Attitudes Behaviour People usually think they have to change attitudes in order to change behaviour But changes in behaviour can bring about changes in attitude

12 Attitudes Behaviours Don t want Attitudes Good Behaviours Don t want I will not attend the committee meeting because I feel it just wastes of time. I recognize the function of the committee but I don t have time to attend. Good I will attend the committee meeting even though I feel it wastes of time. I attend the committee meeting because it is very constructive.

13 Conflicting Consequences A-B-C Analysis of working at height Antecedent Working platform need time to erected Wooden step ladder more flexible but can reach the job by standing on the top Behaviour Worker stands on the top of ladder when installation of lamp Consequence Safe time Exposure to injury

14 Hints of Success of Work Safe Behaviour (WSB) Programme 1. Each company could tailor-made its WSB programme. 2. A programme to encourage all stakeholders participation from sub-contractors to senior management and frontline employees. 3. No naming, No blame and No fault approach to correct at-risk behaviour and reinforce safety behaviour. 4. Develop a caring culture for colleages and co-workers. 14

15 How to implementing WSB process? Safe Working Cycle The basic concept of safe working cycle is to combine construction quality and construction safety. The aim is to integrate quality and safety aspects of construction so that adequate considerations have been taken for each aspect to achieve a cost effective construction project. The safe working cycles are classified into daily, weekly and monthly basis

16 Safe Working Cycle Daily Safe Working Cycle Eight items Morning Safety Meeting Hazard Identification Activity Prior-to-work Inspection Guidance & Supervision at Work (Team Representatives, Foreman, etc) Safety Inspection (Project Managers, Site agents, etc) Process Safety Discussion Tidying up after Work Final Check after Work

17 Measure safety related to unsafe conditions Guidance and supervision at work is carried out daily by teams One drawback is too much attention pays to the control of physical environment.

18 Measure Safety Related Behaviour The linkages between WSB and Safe Working Cycle lie in the premise that; to manage something you need to be able to measure it. As behaviours are observable, the opportunity is presented for appropriate action to be taken to encourage and increase the frequency of positive, safe behaviours. Through observation, record and tracking, WSB provides the ability to objectively evaluate the frequency of behaviours targeted for intervention.

19 Please find out the at-risk behaviour

20 Please find out the at-risk behaviour

21 How is a WSB put into Safe Working Cycle? At-risk Behaviours Plus Unsafe Conditions

22 Identifying the problem Identification of the at-risk behaviours Site safety committee to plan, implement and monitor the whole process Develop safe behavioural checklists and form task team Recruited and trained members of the task team Organize weekly task team briefings Follow-up actions

23 Briefings Project manager or chairperson of the site safety committee holds the briefings Selection of members of task team(s) Form task team as safety observers

24 Safety Observers Appoint by the site safety committee in a given area or job Identify the safe and unsafe behaviours need to monitor Define the key points of the desired behaviour Develop a safe behavioural checklist of the desired behaviour Observe the workers of a selected trade in their work area for a period of time on each day and record their observations on the checklist Calculate the percentage of total behaviours observed

25 Safe Behavioural Checklist Name of Contractor: Project: Site Address: Work Area: ( e.g. building) Task Team: Date: Time: Observer s Name: Category: ( e.g. PPE) No. Observations Safe Unsafe Unseen 1. All personnel are wearing the safety helmets 2 All safety helmets are properly wore 3 All safety helmets are suitably stored when not in use 4 All safety helmets are kept clean % Safe Observations = Total Safe X 100 Total (Safe + Unsafe) = 75% 3 1 Comments: No. 4 Five workers safety helmets were observed very dirty. They said that they have been told that they were responsible for cleaning their helmets, but they all said that it was their employer s responsibility.

26 Evaluation Safe Behaviour Feedback Chart Category: 100 % Safe Adjustable Baseline Observations 0 Days/Weeks Actions

27 Feedback A detail breakdown of each task team s observation data for discussion on the effectiveness of the process Feedback issues: + Percentage from previous weeks average safe percentage score A breakdown of each individual category of a task team s safety performance inventory in terms of the number of safe and unsafe record Each category average safe percentage score Percentage of observations conducted within each category

28 The WSB Process Data Flow Chart Data Task team meeting Observer Behaviour Site Safety Committee

29 Work Safe Behaviour 29

30 1. Identifying Critical Behaviour Historical Accident Data Identify the Critical Behaviours Grouping Behaviours Definitions and performance standards

31 Grouping of Identified Critical Behaviour 1. Related to people 1.1 Horseplay 1.2 Defeat the function of safety device 1.3 Unauthorized use and entry 2. Related to tools and facilities 2.1 Condition 2.2 Selection 2.3 Use 3. Related to procedure 3.1 Rule and procedure 3.2 Pre-job inspection 3.3 Emergency maintenance 4. Related to PPE 4.1 Condition 4.2 Selection 4.3 Use 5.Related to body use 5.1 Body placement 5.2 Line of fire 5.3 Eye on the task 6. Related to habit 6.1 Personal hygiene 6.2 Self-control 6.3 Regular

32 Definitions and performance standards Generic definitions e.g. Personal Hygiene What is wrong with this definition How could it be improved Job-specific definitions e.g. Clothing and hair should be secure A job-specific definition is also effective as a checklist.

33 Establish working group(s) 1. Two-person team (senior manager and safety officer or site workforce representative) involved in the day-to-day running of the project 2. Set up a separate steering committee from the existing safety committee to monitor the implement of the project 3. Recruiting safety observers (Number of observers required = 10% of workforce) 4. Constructing safety performance checklists 5. Decide the workplaces for observations 6. Establishing base-lines and target setting 7. Observer training 8. Evaluating the extent of change

34 Work Safe Behaviour (WSB)Training OSHC provide WSB tutor training courses (12 hours) Tutors with OSH knowledge receive work safety behaviour program training Trained tutors will follow the DIY Kit instructions to train their WSB Observers 34

35 Recruiting Observers Observers must undergo appropriate training Accident Prevention Programmes Motivate Support Observer Management Supervisor Worker Serve as Observers Work Safe Behaviour Reputation Trust Potential Observers Good reputation among colleagues Visible Safety Commitment First hand knowledge and experience Good Communication skill 35

36 Observation and data gathering Max.15 Safe Behavioural Checklist Name of Department: Job: Site Address: Work Area: ( e.g. building) Task Team: Date: Time: Observer s Name: Category: ( e.g. PPE and trolleys) No. Observations Safe Unsafe Unseen 1. All personnel are wearing the safety shoes 2 All personnel are using mechanical aids to assist handling heavy bags 1 3 All postal trolleys are not overloaded 4 All postal trolleys are stored in the destined areas after use % Safe Observations = Total Safe X 100 Total (Safe + Unsafe Unseen) = 75% 3 1 Comments: No. 4 Five empty postal trolleys were observed left on the entrance of... The staff concerned said that they have been told that they knew their responsible, but the destined areas were too far away from their place of work.

37 Calculating a Percentage Safe Score People behaving at-risk, a 0 is enter the safe column If 3 people behaving atrisk, a 3 is enter the at-risk column If particular activity is not seen taking place, a 1 is enter in the unseen column Sum up the safe and atrisk columns separately. % Safe Observations = Total Safe X 100 Total (Safe + Unsafe ) 100% 90% 80% 70% 60% 50% 40% 3-28/12/2007 安全表現百分率 (Sample only)

38 Accentuating the positive All personnel must keep three point contacts when ascending or descending the ladder All personnel are keeping three point contacts when ascending or descending the ladder Writing in a positive tone assumes that people are already behaving safety

39 Establishing baselines and target setting Baselines The first 4-week practice period Observers conduct daily 10 to 15 minute observations Establish a current performance baseline Safety standards and feedback will not provide to the work group Baseline for the work group to set their own target Target Calculate each work group s average safety % score for the baseline period and posted on graphical feedback charts Each work group holds a target setting session No name, no name and no reprimand

40 3.Briefings Four Important Issues: 1. Target Setting 2. Sufficient Information 3. Gain Workers Co-operation 4. Encouragement The scope of the WSB initiative Conduct workforce briefings for gaining buy-in 40

41 4. Safety Observation Constructing safety performance checklists Max 15 items Unwise to develop one common checklist to cover the whole workplace The behavioural items accentuating the positive

42 Calculating a Percentage Safe Score People behaving at-risk, a 0 is enter the safe column If 3 people behaving at-risk, a 3 is enter the at-risk column If particular activity is not seen taking place, a 1 is enter in the unseen column Sum up the safe and atrisk columns separately. % Safe Observations = Total Safe X 100 Total (Safe + Unsafe Unseen) 100% 90% 80% 70% 60% 50% 40% 3-28/12/2007 安全表現百分 率 (Sample only)

43 Implementing the change Category: Safe Behaviour Feedback Chart 100 % Safe Adjustable Baseline Observations 0 Actions Days/Weeks

44 5. Intervention Target Setting Session The first intervention after the first 4 weeks by telling the group members - the purpose of the meeting - the work group s safety performance checklist - safety % score calculation - highlighting the safe behaviours setting an achievable target - stressing that no disciplinary actions - Explaining that feedback provides each week - posting the safety target on the graphical feedback chart

45 Intervention Intervention generally involve the observation and assessment of certain behaviours, usually those of front-line personnel. The rational behind behavioural safety approaches is that accident are caused by unsafe behaviours.

46 6. Review and Feedback Evaluating the extent of change After target-setting session, observations continued for a further 3 to 6 month period. Provide feedback every week Group feedback via weekly team briefings Feedback issues The % increase or decrease from the previous week s average % score trends The 3 best and worst scoring items Apply ABC analysis to these items to prepare action plan Revise or develop a new checklist

47 Work Safe Behaviour Observation Chart 3-31/12/2007 Safety Performance Percentage 安全表現百分率 100% 90% 80% 70% 60% 50% 40%

48 Work Safe Behaviour Analysis 30% 3-31/12/07 At-risk behaviour Statistical Analysis 28% 25% 22% 20% 15% 10% 7% 10% 8% 9% 7% 5% 2% 3% 1% 2% 0%

49 Analysis Using ABC (Antecedent, behaviour and Consequence) Analysis Looking for patterns and trends Recommend appropriate interventions in action plans 49

50 Antecedents Antecedents precede the Behaviour Antecedents set the stage for Behaviour Common antecedents Rules and regulations Safety signs Safety training Customs and habits Other people behaviours

51 Behaviour Analysis Apply A-B-C Analysis - 前因 (Antecedents) Some common Antecedent factors 1 Supply Too much Too less 2 Speed Too fast Too slow 3 Norm Majority Minority

52 Consequences Consequences follow behaviour Consequences encourage or discourage the recurrence of the behaviour Positive consequences (+) reinforce and increase the desired behaviour The most power to influence behaviour are those soon, certain, and positive Negative consequences (-) will discourage and even stop the behaviour (0)

53 Behaviour Analysis Apply A-B-C Analysis -Consequences Some common consequence factors 1 Timing Soon Later 2 Consistency Certain Uncertain 3 Significance Positive Negative

54 Consequence either strengthen a behaviour or weaken a behaviour 1 發生時間 Time 即時 (+) soon 長遠 (-) Later 2 發生肯定性 Consistency 肯定 (+) certain 未定 (-) uncertain 3 重要性 Significance 正面 (+) positive 負面 (-) negative ( 增強 ) Strengthen ( 減弱 )Weaken

55 Behaviour Analysis How to influence at-risk behaviour? Remove the antecedents that cause the at- risk behaviour Remove the consequences that encourage the atrisk behaviour How to improve work safe behaviour Improve the antecedents Improve the consequences

56 (Antecedents) (Consequences) Both antecedents and consequences influence behaviour Consequences influence Behaviour powerfully and directly, and Antecedents influence Behaviour indirectly, primarily serving to predict consequences. Antecedents direct behaviour Consequences motivate behaviour

57 Motivation for Safe Behaviour Reward: Financial bonus Promotion Extra responsibility Incentive schemes Active Encouragement of Involvement in: Decisions on Consultation Risk Assessments Safe Systems of Work Provision of: Training Good Working Environment Welfare Facilities Explanation of Ultimate Consequences Consistent/Controlled Discipline

58 How to Motivate for Safe Behaviour Effective clear and timely communication Co-operation and Co-ordination Selection of Competent Persons Sharing Ownership Providing Leadership Never ignoring safety problems Not allowing pressures or other priorities to influence them to condone deviations or short cuts Being polite Praising safe performance

59 Failure Versus Achievement WSB Approach To Achieve A Total Safety Culture motivated to comply with safety goals set by ourselves and our peers Outcome Versus Process Change our system which only rewards safety outcome statistics (such as injury rate) to praise and recognized safe behaviours and activities Top-down Versus Bottom-up Give ownership to those who are most knowledgeable about the hazards they face: line employees Priority Versus Value Priorities are things we want to achieve but will change. Our values are the context within we act and will remain stable and guide our behaviour in every situation 59

60 Conclusions Safety Culture Culture of an organization the way we do things around here Successful organizations strong cultures (structure and systems) Influences and affects most aspects of Work activity Individual and group behaviour Evolution of Safety Concepts Efficient safety management systems Organizational control Communication Co-operation and People s competencies This require Understanding of personnel s perceptions about, attitude towards, safety Implementing motivational strategies to make people willing behave safely 60