Keys to Behavior-Based Safety

E. Scott Geller

doi:10.5771/9781461624899

Summary

This book provides a collection of 28 writings from Scott Geller's regular column in "Industrial Safety and Hygiene News," from Geller's associates at Safety Performance Solutions, and from the American Society of Safety Engineers' annual conferences.

Organized into seven chapters, these writings examine real-world examples of successful behavior-based safety programs. Readers will discover tips on how to measure safety performance, how to get workers to care about safety, and how to better assess and coach safety performance using specific behavior-based tools. Readers will also find in-depth discussions on achieving a Total Safety Culture using such tools and techniques as actively caring, self-management, behavior-based observation and feedback, improved communication skills, measured safety performance, increased safety leadership, and maximized behavior-based safety efforts.

Search publication

Bibliographic data

Copyright year: 2001
ISBN-Print: 978-0-86587-888-4
ISBN-Online: 978-1-4616-2489-9
Publisher: Government Institutes, Lanham
Language: English
Pages: 437
Product type: Book Titles

1. Table of Contents No access
2. List of Figures and Tables No access
3. Foreword No access
4. About Dr. E. Scott Geller No access
5. About Safety Performance Solutions No access
6. Acknowledgments No access
1. 1. Principle 1: Safety should be Driven by the Local Culture and not by an outside Agency No access
  2. Principle 2: Culture Change Requires that People Understand the Principles and know what to do about them No access
  3. Principle 3: Champions of a Total Safety Culture will Emanate from those who Teach the Principles and Procedures No access
  4. Principle 4: Leadership can be Developed by Teaching and Demonstrating the Characteristics of Effective Leaders No access
  5. Principle 5: Focus Recognition, Education, and Training on People Reluctant but Willing Rather than on those Resisting No access
  6. Principle 6: Increase Commitment, Ownership, and Involvement by Giving People Opportunities for Choice No access
  7. Principle 7: A Total Safety Culture Requires Continuous Attention to Factors in three Domains: Environment, Behavior, and Person No access
  8. Principle 8: Do not Count on Common Sense for Safety Improvement No access
  9. Principle 9: Safety Incentive Programs should Focus on the Process Rather than Outcomes No access
  10. Principle 10: Safety should not be Considered a Priority but a Value with no Compromise No access
  11. Principle 11: Safety is a Continuous Fight with Human Nature No access
  12. Principle 12: Behavior is Learned from Three Basic Procedures: Classical Conditioning, Operant Conditioning, and Observational Learning No access
  13. Principle 13: People View Behavior as Correct and Appropriate to the Degree they See others doing it No access
  14. Principle 14: People will Blindly Follow Authority, Even when the Mandate Runs Counter to Good Judgment and Social Responsibility No access
  15. Principle 15: Social Loafing can be Prevented by Increasing Personal Responsibility, Individual Accountability, Group Cohesion, and Interdependence No access
  16. Principle 16: On-the-job Observation and Interpersonal Feedback is key to Achieving a Total Safety Culture No access
  17. Principle 17: Behavior-Based Safety is a Continuous Do it Process with D =Define Target Behaviors, 0 =Observe Target Behaviors, I = Intervene to Improve Behaviors, and T = Test Impact of Intervention No access
  18. Principle 18: Behavior is Directed by Activators and Motivated by Consequences No access
  19. Principle 19: Intervention Impact is Influenced by Amount of Response Information, Participation, Social Support, and External Consequences No access
  20. Principle 20: Extra and External Consequences Should not Over-Justify the Target Behavior No access
  21. Principle 21: People are Motivated to Maximize Positive Consequences (rewards) and Minimize Negative Consequences (costs) No access
  22. Principle 22: Consequences have Three Dichotomous Characteristics: Positive vs. Negative, Natural vs. Extra, and Internal vs. External No access
  23. Principle 23: Negative Consequences have Four Undesirable Side Effects: Escape, Aggression, Apathy, and Counter-Control No access
  24. Principle 24: Natural Variation in Behavior can Lead to a Belief that Negative Consequences have More Impact than Positive Consequences No access
  25. Principle 25: Long-term Behavior Change Requires People to Change "Inside" as well as "Outside" No access
  26. Principle 26: All Perception is Biased and Dependent Upon Personal History, Prejudices, Motives, and Expectations No access
  27. Principle 27: Perceived Risk is Lowered when a Hazard is Perceived as Familiar, Understood, Controllable, and Preventable No access
  28. Principle 28: The slogan "All Injuries are Preventable" is False and Reduces Perceived Risk No access
  29. Principle 29: People Compensate for Increases in Perceived Safety by Taking More risks No access
  30. Principle 30: When People Evaluate Others, they Focus on Internal Factors; When Evaluating Personal Performance, they Focus on External Factors No access
  31. Principle 31: When Succeeding, People Over-Attribute Internal Factors, but When Failing, People over-Attribute External Factors No access
  32. Principle 32: People Feel More Personal Control When Working to Achieve than When Working to Avoid Failure No access
  33. Principle 33: Stressors Lead to Positive Stress or Negative Distress Depending on Appraisal of Personal Control No access
  34. Principle 34: In a Total Safety Culture Everyone Goes Beyond the Call of Duty for the Safety of themselves and Others they Actively Care No access
  35. Principle 35: Active Caring Should be Planned, Purposed, and Focused on Environment, Person, or Behavior No access
  36. Principle 36: Direct, Behavior-Focused Active Caring is Proactive and Most Challenging and Requires Effective Communication Skills No access
  37. Principle 37: Safety Coaching that Starts with Caring and Involves Observing, Analyzing, and Communicating Leads to Helping No access
  38. Principle 38: Actively Caring Behavior can be Increased Indirectly with Procedures that Enhance Self-esteem, Belonging, and Empowerment No access
  39. Principle 39: Empowerment is Facilitated with Increases in Self-Efficacy, Personal Control, and Optimism No access
  40. Principle 40: When People feel Empowered, their Safe Behavior Spreads to other Situations and Behaviors No access
  41. Principle 41: Actively Caring Behavior can be Increased Directly by Educating People about Factors Contributing to by Stander Apathy No access
  42. Principle 42: As the Number of Observers of a Crisis Increases, the Probability of Helping Decreases No access
  43. Principle 43: Actively Caring Behavior is Facilitated When Appreciated, but it is Inhibited when Unappreciated No access
  44. Principle 44: A positive Reaction to Actively Caring Behavior can Increase Self-esteem, Empowerment, and Belonging No access
  45. Principle 45: The Universal Norms of Consistency and Reciprocity Motivate Everyday Behaviors, Including Actively Caring Behavior No access
  46. Principle 46: Once People Make a Commitment, they Encounter Internal and External Pressures to Think and Act Consistently with their Position No access
  47. Principle 47: The Consistency Principle is Responsible for the Impact of "Foot-in-the-Door" and "Low-Balling" No access
  48. Principle 48: The Reciprocity Norm is Responsible for the Impact of the Door-in-the-face Technique No access
  49. Principle 49: Numbers from Program Evaluations should be Meaningful to All Program Participants and should Provide Direction and Motivation for Intervention Improvement No access
  50. Principle 50: Statistical Analysis Often adds Confusion and Misunderstanding to Evaluation Results, there by Reducing Social Validity No access
  51. References No access
2. 1. From Dependency to Interdependency No access
  2. We Try to be Consistent in thought and Deed No access
  3. We Reciprocate to Return the Favor No access
  4. We Follow the Crowd No access
  5. We Actively Care for People We Like No access
  6. Value Increases with Scarcity No access
  7. References No access
3. 1. The Need for Competence No access
  2. The Need for Self-Efficacy No access
  3. The Need for Response-Efficacy No access
  4. The Power of Feedback No access
4. 1. Total Safety Culture No access
  2. Behavior-Based Safety (BBS) Observation and Feedback No access
  3. 1. Background No access
    2. Self-Observation No access
    3. BBS Process No access
    4. BBS Success No access
  4. 1. Background No access
    2. BBS Process No access
    3. BBS Success No access
1. 1. Empirical Support for the Actively Caring Model No access
  2. 1. Subjects No access
    2. Personality Measures No access
    3. Actively Caring No access
    4. Procedure No access
    5. Thank-you Cards No access
    6. Thank-you Card Findings No access
  3. Discussion No access
  4. References No access
2. 1. 1. Subjects and Setting No access
    2. The Safety Culture Survey (SCS) No access
  2. Procedure No access
  3. 1. Inter-item Reliability No access
    2. Relationships between Subscales No access
    3. Regression Analyses No access
    4. Convergent and Divergent Validity No access
  4. Discussion No access
  5. References No access
3. 1. 1. Increased Risk-taking No access
  2. 2. Poor Incident Analysis No access
  3. 3. Lack of Involvement No access
  4. 4. Lack of Public Support No access
  5. What to do No access
  6. Flawed Thinking No access
4. 1. What is Safety Self-Management? No access
  2. From Outside to Inside Direction No access
  3. Getting Started in Safety Self-Management No access
  4. The Techniques of Safety Self-Management No access
  5. Self-Observing and Recording No access
  6. Developing a Self-Observation Checklist No access
  7. 1. Activator Management No access
    2. Self-statements No access
    3. Self-instruction No access
    4. Beliefs No access
    5. Interpretations No access
    6. Mental Imagery No access
    7. Self-rewards No access
    8. Goal-setting No access
    9. Social Support No access
    10. Commitment No access
  8. References No access
1. 1. Safety Coaching Versus Athletic Coaching No access
  2. 1. "C" for Care No access
    2. "O" for Observe No access
    3. "A" for Analyze No access
    4. "C" for Communicate No access
    5. "H" for Help No access
  3. References No access
2. 1. Behavioral Observation and Feedback Reviewed No access
  2. A Total Safety Culture Defined No access
  3. Principles of Psychology that Underlie an Observation and Feedback Process No access
  4. Application of Principles of Psychology to Other Safety Management Systems No access
  5. An Illustrative Case Study No access
  6. An Assessment Tool to Evaluate Safety Management Systems No access
  7. References No access
3. 1. Method No access
  2. Procedure No access
  3. Results No access
  4. Discussion No access
  5. References No access
4. 1. Involve Employees in an Observation and Feedback Process No access
  2. Reinforce Targeted PPE Behaviors No access
  3. Consider the Various Factors Influencing PPE Use No access
  4. Involve Workers in Determining Appropriate Interventions No access
  5. Focus on the Potential for Injury, not Safety Rules No access
  6. Use Examples, Images and Case Studies No access
  7. Consider issues Beyond PPE No access
5. 1. Traditional Approach to Managing Ergonomic Risks No access
  2. An Overview of A Behavioral Observation and Feedback Process No access
  3. Integrating Behavioral Observation into an Ergonomics Program No access
  4. Training Observers to Identify Ergonomic Risks No access
  5. References No access
1. 1. 1. Lack of Conversation Builds Barriers No access
    2. Conversation Resolves Conflict No access
    3. Conversation Makes Intangibles Real No access
    4. Conversation Defines Culture No access
    5. Conversation Defines Public Self-Image No access
    6. Conversation Makes a Breakthrough Possible No access
  2. 1. Get beyond the Past No access
    2. Seek Commitment No access
    3. Listen Before Giving Directives No access
    4. Ask Questions First No access
    5. Transition from Nondirective to Directive No access
    6. Overcome Prejudice Filters No access
    7. Plant Words to Improve Self-Image No access
  3. 1. Coaching Conversation No access
    2. Delegating Conversation No access
    3. Instructive Conversation No access
    4. Supportive Conversation No access
    5. The Critical Role of Proactive Listening No access
    6. The Role of Competence and Commitment No access
  4. References No access
2. 1. We Need to Give More Quality Recognition No access
  2. 1. 1. Deliver Recognition During or Immediately after Safe Behavior No access
    2. 2. Make It Personal for Both Parties No access
    3. 3. Connect Specific Behavior with General Higher-Level Praise No access
    4. 4. Deliver the Recognition Privately and One-on-one No access
    5. 5. Let it Stand Alone and Soak in No access
    6. 6. Use Tangibles for Symbolic Value Only No access
    7. 7. Secondhand Recognition Has Special Advantages No access
  3. 1. 1. Avoid Denial and Disclaimer Statements No access
    2. 2. Listen Attentively with Genuine Appreciation No access
    3. 3. Take it in and Relive it Later for Self Motivation No access
    4. 4. Show Sincere Appreciation No access
    5. 5. Recognize the Person for Recognizing you No access
    6. 6. Embrace the Reciprocity Principle No access
    7. 7. Ask for Recognition when it is Deserved but not Forthcoming No access
  4. 1. 1. Celebrations of Injury Reduction should be Unannounced No access
    2. 2. Celebrate Accomplishment but Focus on the Journey No access
    3. 3. Show Top-Down Support but Facilitate Bottom-Up Involvement No access
    4. 4. Facilitate Discussion to Relive the Journey No access
    5. 5. Enable Discussions of Successes and Failures No access
    6. 6. Use Tangible Rewards to Establish a Memory No access
    7. 7. Solicit Employee Input No access
  5. References No access
3. 1. 1. Pun No access
    2. Exaggeration No access
    3. Surprise No access
    4. Silliness No access
    5. The Put-down No access
4. 1. Perception Problems No access
1. 1. What Gets Measured Gets Done No access
  2. The Need for New Measures No access
  3. What Else should be Measured? No access
  4. Process-Based Accountabilities Measure Individual Performance No access
  5. The Reluctance to Change Measures No access
2. 1. What is a Behavioral Discrepancy? No access
  2. Should the Work Context be Changed? No access
  3. Is Safe Behavior Punished? No access
  4. Is At-Risk Behavior Rewarded? No access
  5. Are Extra Consequences used Effectively? No access
  6. Can the Task be Simplified? No access
  7. Is there a Skill Discrepancy? No access
  8. What Kind of Training is Needed? No access
  9. Is the Person Right for the Job? No access
  10. References No access
3. 1. Process vs. Outcome Performance Measures No access
  2. Quantitative vs. Qualitative Performance Measures No access
  3. Goal Setting Based on Performance Measures No access
  4. Developing a Health and Safety Measurement System No access
  5. Using a Health and Safety Measurement System No access
4. 1. 1. A Multiple Intervention level (MIL) Hierarchy No access
  2. Study 1: Nationwide Survey on Behavior-Based Safety No access
  3. Study 2: Applications of Strategies to Increase Safe Driving: A Systematic Evaluation of Intervention Effectiveness after a Decade of Culture Change No access
  4. Study 3: The Effects of Employee Involvement on Behavior-Based Safety No access
  5. Study 4: Effects of Self-Observation on Safe Driving Practices No access
  6. References No access
1. 1. 1. Leaders Focus on Process No access
  2. 2. Leaders Educate No access
  3. 3. Leaders Use Conditional Statements No access
  4. 4. Leaders Listen First No access
  5. 5. Leaders Promote Ownership No access
  6. 6. Leaders Encourage Choice No access
  7. 7. Leaders Set Expectations No access
  8. 8. Leaders are Confident but Uncertain No access
  9. 9. Leaders Look beyond the Numbers No access
  10. 10. Leaders Make More Distinctions between People No access
  11. References No access
2. 1. Watch your Language No access
  2. From One Root Cause to Many Contributing Factors No access
  3. From Avoiding Failure to Achieving Success No access
  4. From Top-Down Correction to Bottom-Up Involvement No access
  5. From Narrow to Broad Application of Solutions No access
  6. From Outcome to Process Accountability No access
  7. Other Language Barriers No access
  8. Improve Interpersonal and Intrapersonal Conversation No access
  9. Make Feedback Behavior-Focused No access
  10. Make the Context Positive No access
  11. Give Feedback Privately No access
  12. Ask Others for Feedback No access
  13. Give More Positive than Negative Consequences No access
  14. Teach Theory and Principles before Procedures No access
  15. Provide Guidance for Customizing a Process No access
  16. Build Ownership and Interpersonal Trust No access
  17. Teach and Promote Interdependency No access
  18. Do More Leading than Managing No access
  19. Enhance the Actively Caring Person States No access
  20. Teach and Promote Systems Thinking No access
  21. References No access
3. 1. 1. Interpersonal Trust Among Co-workers No access
    2. Interpersonal Trust Scale No access
    3. Building a Trusting Culture No access
  2. 1. 1. Communication No access
    2. 2. Caring No access
    3. 3. Candor No access
    4. 4. Consistency No access
    5. 5. Commitment No access
    6. 6. Consensus No access
    7. 7. Character No access
    8. References No access
1. 1. Fallacy 1: Reprimand Privately but Recognize Publicly No access
  2. Fallacy 2: We Learn More from Our Mistakes than from Our Successes No access
  3. Fallacy 3: Seventy-seven Percent of Our Mental thoughts are Negative No access
  4. Fallacy 4: Do Something 21 Times and it Becomes a Habit No access
  5. Fallacy 5: We can Only Motivate Ourselves, not Others No access
  6. Fallacy 6: Incentives and Rewards are Detrimental to Self-motivation No access
  7. Fallacy 7: For Every 300 Unsafe Acts there are 29 Minor Injuries and One Major Injury No access
2. 1. It's Only Common Sense No access
  2. It's Just a Fad No access
  3. It's a Magic Bullet No access
  4. Employees Get the Blame No access
  5. It's Only Observation and Feedback No access
  6. Management is off the Hook No access
  7. Environmental Fixes are not Needed No access
  8. It's "Touchy-feely" Psychology No access
  9. Attitude Change must Come First No access
  10. There's no Bottom-line Payoff No access
  11. Organizational Change No access
3. 1. Failing to Teach Principles No access
  2. Lack of Perceived Ownership No access
  3. Insufficient Worker Involvement No access
  4. Invisible Top-down Support No access
  5. Too Few Champions No access
  6. Confusing Goals with Purpose No access
  7. Poor Measures of Success No access
4. 1. Guideline 1: Specify Behavior No access
  2. Guideline 2: Maintain Salience with Novelty No access
  3. Guideline 3: Vary the Message No access
  4. Guideline 4: Involve the Target Audience No access
  5. Guideline 5: Activate Close to Response Opportunity No access
  6. Guideline 6: Implicate Consequences No access
  7. References No access
5. 1. Self-Perception is Defined by Behavior No access
  2. Direct Persuasion Has Limited Impact No access
  3. An Indirect Approach is More Likely to Influence Self-Persuasion No access
  4. Self-Persuasion is Key to Long-Term Behavior Change No access
  5. Large Incentives can Hinder Self-Persuasion and Lasting Change No access
  6. Mild Threats Influence More Self-Persuasion than Severe Threats No access
  7. The More Obvious the External Control the Less the Self-Persuasion No access
  8. Self-Efficacy is Key to Empowerment and Long-Term Participation No access
  9. Response-Efficacy Is Key to Empowerment and Long-Term Participation No access
  10. Motivation to Act Comes from Outcome Expectancy No access
  11. References No access
6. 1. 1. Hypotheses No access
    2. Method No access
    3. Perception Survey Results No access
    4. Discussion No access
  2. References No access
1. 1. Why have Our Dreams Fallen Short? No access
  2. Behavior-Based Safety: A Cause for Optimism No access
  3. 1. What's the Problem? No access
    2. Backstabbing by Safety Consultants No access
    3. What should we do? No access
  4. References No access
Index No access Pages 429 - 437