Behavior Based Safety – What Does It To Health And Safety?
Behavior based safety – whatdoes it to health and safety?Roy Erling Furre2. Deputy leader in SAFENorwegian union of energy workersWWW.SAFE.NOSlides are made by USWA and Roy E. Furre
What is behavior based safetyUnions all over the world arefighting against the behaviorbased safety programs.USWA is one of the mostimportant unions against BBS.This is a typical slogan thatyou can find on mirrors allover the workplace
Symbolsafety can be imported from USAAlso known as: Behavior BasedSafety (BBS)or Fixing theworkers, not theworkplaceor Blame theWorkers CultureFoto; Omslagsillustrasjontil boken Norge – Helt Texas1992, ISBN 82-530-1556-9
The USWAheadquarter inPittsburg
Studying behavior based safety in America
Meeting with the HSEdepartment in USWA
Studying behavior based safety in AmericaJames Frederic haveeducated uinions allover the world about thedagars with bahaviotbased safety.He is the leader of theHSE departement inUSWA
Educating union representativesagainst BBS in Washington
View from top of Empire State building in New York
The ”StepChange” projectin UK has a goalto change thebehaviors
Color marking of oil workers – is ita joke, or a serious HSE program?
Fast Pace BEHAVIORAL STYLESHigh ego strengthStrong-willedDecisiveEfficientDesires changeCompetitiveIndependentPracticalSlow Pace(DIRECTIVE) INFLUENCEDOMINANCE alkativePeople orientedStimulating(TALKATIVE) Pushy Impatient Domineering Attacks first Tough Harsh Disorganized Undisciplined Manipulative Excitable Reactive Vain Stuffy Picky Judgemental Slow to make decisions Fears Criticism Critical Unsure Wishy-Washy Awkward Possessive Conforming riousNeeds much informationOrderlyCautious(CAUTIOUS)Task OrientedCONSCIENTIOUSNESSSTEADINESS DependableAgreeableSupportiveAccepts change tionship OrientedPage 10
Most LeastLike LikeMost LeastLike LikeMost LeastLike LikeMost LeastLike Likeenthusiastic strong-willed x 1Most Leastargument-Like erative CCBpersistentAAlight-hearted BBBox 16Box 11Box 6Most LeastLike LikeBox 25Box -natured CEresponsiveECindependent AAsoft-spoken DDeasy-goingCCevenCtemperedBox 26Box 12Box 7Box 2Box 22Box ndlyBEpoisedBBcompetitive AAwillingCCgood mixer BBaccurateDDobservantDEconsiderate ted BBlenientBox 23Box 18Box 13Box 8Box 3CCBox rovertedBBcontentedCCpioneeringconventional CdecisiveBox 9Box 4Box 24Box 19Box 14adventurous spective eCCtimidEDBox 5Box 10Box 15Box 20ADABox 28MOSTLEASTA - A B - B C - C D - D E -DE Difference
PLATINUM RULETreat people as they need / want to be treated.To be able to utilize the platinum rule we have to be able to identify whatthose needs are without too much effort and then be adaptable and flexibleenough to react to our new found knowledge. For many years it has beenwidely known that people’s behaviour falls into different categories. Initially,astrologers broke down the signs of the Zodiac into four groups - Earth, Air,Fire and Water. In the 1920’s Dr. Carl Gustav Jung described people’sbehaviours as being one of the following, Intuitor, Thinker, Feeler and Sensor.Further work has simplified matters and we are now able to think of ourselvesin terms of four colours.RED:THE DIRECTORBLUE: THE RELATORGREEN:THE THINKERYELLOW: THE SOCIALIZERPage 9
The iceberg theory Professionals have disclosed thatthe iceberg theory not are based onresearch. Dupont's “STOP” program andother BBS theories fall aparttogether with the fall of the icebergtheory
Website from Bayerhttp://www.baycareonline.com/pub access/baycare 03.aspAll injuries and occupational illnesses are preventable. All employees arerequired to subscribe to and actively support this principle. About 95% of all injuries are the result of unsafe acts. Theother 5% results from unsafe conditions, which people alsohave control over. Employees must be trained in the fundamentals of safety that applyto their job functions and to recognize unsafe acts and conditions inthe workplace. All exposures can be prevented or safeguarded. Necessary protective equipment must be provided and utilized. To help prevent future injuries, all injuries and incidents, includingnear misses, must be reported and investigated and correctiveaction taken.
88%-96% of all injuries arecaused by unsafe acts Originated from H.W. HeinrichInsurance investigatorStudied supervisor accident reportsDrew conclusions from supervisorrecommended corrective actions1930’s Safety TheoryBST and DuPont call it“leading edge”It’s a trap!
FatalitiesLostTime CasesRecordablesMedical Visits/First Aid CasesUnsafe Behaviors/Unsafe Acts1930’s Safety Theory BST & DuPont call this folk lore“Cutting-Edge Technology”
!""# % &'"()* 85% of all incidents involve “at-risk” behaviour Proactive approach vs. reactive Consequences control behaviour Feedback is a very powerful tool The same at risk behaviour can lead to differentconsequences , Nothing Happens% Near Miss First Aid Restricted Work Lost time Fatality
'% &'"() %. It is a process for: Identifying key at-risk behaviours Training employees to observe behaviour Providing feedback to those observed Removing barriers for safe behaviour(100 /%'*0 It uses principles such as: Employee involvement & ownership Safety leadership Continuous improvement Benefits: Improved work environment Reduction in incidents & injuries
Use of statistic material
Hydro og ”kameratsjekken”
An example: reason to mmunicationbreach of proceduresMaintenancePlanningCompetenceLack of leading andmanagment024681012
BBS in HydroWe want to obtain an simplifying, and that the buddycheck can replace other activities in the future.Avoid carrying out technical solutions on problemswhere it is obious that behavior is a direct cause
Hydro and ”kameratsjekken”
Laws and regulations are risk basedThe laws and regulations put focus on how to reduce the risk to alevel as low as practical. The ALARP principle is also a approach.The solutions with the best risk reducing effect shall always bechosen.Collective systems shall be chosen before safety actions directedagainst individuals.Why is it that the employers choose behavior based system directedagainst the individuals?Could it be that they have another hidden agenda?
A risk based approach is necessarywhen exposed to hazards!
Choosingsafety system.Which systemwill be the bestto prevent anew accident?
Solve theproblem byusing PPE
Useprocedures andtraining
Use alarmsand warningsigns
Use amitigationapproach
Maintenance andinspectionapproach
Design andelimination willalways be thefirst and bestchoice to reducethe risk andhazards!
A unions point of view about BBS Health and safety approaches like BBS thatfocus on workers'behavior, will condemnworkers as the problem. They show contempt of the workers. Unions see workers as the solution, not theproblem! We will have focus on corporate crime
This is not typical workers
BBS is aboutlearning to livewith the hazardsinstead ofremoving them
BBS:Learning tolive with thehazards
We will state that you cannot solve serioussafety problems by using behavior based safety!
Why Behavior Based safetyPrograms Can Be Attractive New management commitment to healthand safety Involves workers, allows them to impact thework environment Give management authority to workers Does address some fraction of injury andillness causation Many workers and victims believe this stuff
Incentive programs Incentive programscan give a wrongfocus on safety andhealth. They can fill up thepockets for the bosses,but will not improvethe HSE It will just give usmore “fat cats”Foto; Life Laughs Last, 1989ISBN 0-671-68797-1
BBS will not protect you from getting sick because ofworking in a bad working environmentFoto hentet fra boken ”The quiet sickness. A phographic chronicle of hazardous work in America”Earl Dotter. 1998, ISBN 0-932627-85-4. American Industrial Hygiene Association
What do SAFE think of behaviorbased safety?We absolutely want to get rid off it!
In order to have an“at-risk” behavior,what must be present?A HAZARD!
All injuries and illnessesare the result of exposureto hazards.There are no exceptions!
Health and Safety Process ModelIdentificationEvaluationPrioritize HazardsData AnalysisRisk Analysis OSHA 200 Log Medical VisitSurveys and QuestionnairesInterviewsWorker ComplaintsGovernment RegulationsInspections/AuditsControlSelect ControlsBased UponHierarchy
Behavior Based Process ModelIdentificationEvaluationPrioritize HazardsData AnalysisRisk Analysis OSHA 200 Log Medical VisitSurveys and QuestionnairesInterviewsWorker ComplaintsGovernment RegulationsInspections/AuditsDuck!DuckDodgeJump Out of the WayLift SafelyWear PPEAvoid “Line of Fire”Eyes on task
How do weCONTROL hazardsin our workplaces?
Hierarchy of ControlsMos t Effective1 ) Elimination or Subs titution2 ) Engineering Controls(Safeguarding Technology)3 ) Warnings4 ) Training and Procedures(Adminis trative Controls )Leas t Effective5 ) Pers onal Protective Equipment
Hierarchy of Health and Safety ControlsMost EffectiveElimination/SubstitutionEngineering ControlsWarningsTraining and ProceduresLeast EffectivePersonal Protective Equipment
Consequences Of A Behavior Based ProgramIs To Turn The Hierarchy Upside DownMost EffectivePersonal Protective EquipmentTraining and ProceduresWarningsEngineering ControlsLeast EffectiveElimination &/orSubstitution
Common Behavior Based ProgramElements Critical behavior lists Workers observe workers Training for observers Frequent observations of workers toidentify at unsafe behaviors Heavy emphasis on PPE, “body position”and “line of fire” Commitment of resources
Corporate climbingHolding in the railswhen walking in stairshave become a way tosubmit and show thatyou have the rightattitude and behaviorto safety!
The real world and the headoffice is not the same
Humans can only do a limited amount ofphysical strain before they get sick
BBS and safety BBS will put focus on lost timeaccidents BBS will not put focus on workingenvironment and health BBS will put focus on individual errors
Why eliminate the hazard whenyou can buy PersonalProtective Equipment?
24/7 fatigue
Circadian Rhythm of Human Alertness(With Normal Quantity / Quality of 0912Time of DaySource: Circadian Technologies, Inc. (1993)
Determinants of Human Alertness:Extended Hours Without SleepTime of 00510152025Successive Hours of Sleep DeprivationSource: Circadian Technologies, Inc. (1993)
Equivalence of Fatigue Impairment toAlcohol Impairment0.100.080.060.040.020.00121314 15 16 17 18 19 20 21 22 23HOURS OF SUSTAINED WAKEFULNESS24
Business Costs: Severity of AccidentsRelative Accident Rate543224 hr Mean10.14P8P12 MN4ATime of Day (hrs)8A12 MD
From Statoil magazine Status April, 2002Find five errorsXXXXXXXXX
Find five errors:Eyeprotection ?Filtermask whenspaypainting?Wrong glowesSafety hoop missingNot wearing suit toprotect againstchemicalsPicture from Status 04.2002
Why not accept systems withbehavior based safety, BBS BBS is not about safety It is about shifting blame and focus from theemployer to the workers BBS is about power and control There is no room for unions or collective thinkingin BBS. Just individual blame. BBS is a long term strategy for union busting
ADVANCED CORE TECHNIQUECRITICAL BEHAVIORS INVENTORYTask BeingPerformed Observer Date1.02.03.04.05.06.0Body Use and Position1.1 Body Placement1.2 Pinch Points1.3 Eye Contact1.4 Stability1.5 Lifting/Pushing/PullingPROCEDURE2.1 Sequence/Step2.2 Work Pace2.3 Stable Equipment Placement2.4 Tag-Lock-Try2.5 CommunicationSelection/Technique3.1 Tool3.2 Equipment3.3 VehiclePersonal Protective Equipment4.1 Gloves4.2 Proper Clothing4.3 Eye Protection/Face Shield/Goggles4.4 Fall Protection4.5 Hearing Protection4.6 Hard Hat4.7 Foot Protection4.8 RespiratorFacility5.1 Building Condition5.2 Pot Condition5.3 HousekeepingOhters6.1 Special ItemsSafe?Concern?Item No.CommentAdvancedCORETechnique
ADVANCED CORE TECHNIQUECRITICAL BEHAVIORS INVENTORYTask BeingPerformed Observer Date1.02.03.04.05.06.06.0 Personal Protective EquipmentBody Use and PositionSafe Concern6.1 Gloves1.1 Body Placement?1.2 Pinch Points 6.2 Proper Clothing ?1.3 Eye Contact 6.3 Eye Protection/Face?Shield/Goggles1.4 Stability?6.4 Fall Protection ? ?1.5 Lifting/Pushing/PullingPROCEDURE6.5 Hearing Protection2.1 Sequence/Step?6.6 Hard Hat2.2 Work Pace?Foot Protection ? ?6.7Placement2.3 Stable Equipment?2.4 Tag-Lock-Try 6.8Respirator?2.5 CommunicationSelection/Technique3.1 Tool3.2 Equipment3.3 VehiclePersonal Protective Equipment4.1 Gloves4.2 Proper Clothing4.3 Eye Protection/Face Shield/Goggles4.4 Fall Protection4.5 Hearing Protection4.6 Hard Hat4.7 Foot Protection4.8 RespiratorFacility5.1 Building Condition5.2 Pot Condition5.3 HousekeepingOhters6.1 Special Items?Item No.CommentAdvancedCORETechnique?
“Staying out of the line of fire” replaces effectivesafeguarding and design.“Proper body position” has become a replacement for agood ergonomics program and well designed workstations.And “Personal Protective Equipment” becomes asubstitute for noise control, chemical enclosures,ventilation, and toxic use reduction.
Alaska Governor’s Safety & HealthConference March, 1999Ergonomics: Improvements Using Behavior-Based SafetyPresented by James B. Spigener, VP of Seminars & Training,Behavior Science Technology, Inc. Ojai, Ca.Cumulative trauma problems are a serious concernto employers. Companies have tried many strategiesto try to minimize their exposure to these injuries.The behavior-based safety process is effective atreducing the majority of work-related injuries, sinceat-risk behavior is the cause of mostinjuries, including those that result fromcumulative trauma. Attendees will learn aboutcreating operational definitions for an ergonomicsbehavior, observing for those behaviors, andproviding appropriate feedback.
Alaska Governor’s Safety & HealthConference March, 1999at-riskbehavioristheErgonomics: Improvements Using Behavior-Based Safetycause of most injuries,Cumulativetrauma problems arethosea serious concernthat resultincludingto employers. Companies have tried many strategiesto try to minimize their exposure to these injuries.from cumulative traumaThe behavior-based safety process is effective atPresented by James B. Spigener, VP of Seminars & Training,Behavior Science Technology, Inc. Ojai, Ca.reducing the majority of work-related injuries, sinceat-risk behavior is the cause of mostinjuries, including those that result fromcumulative trauma. Attendees will learn aboutcreating operational definitions for an ergonomicsbehavior, observing for those behaviors, andproviding appropriate feedback.
“So putting up a guard mightin fact encourage them(workers) to get closer to thehole that’s being guarded, orencourage them to take morerisks because of the extraperceived safety by thatguard.”E. Scott Geller, NACOSH Meeting,Washington D.C. , April 9, 1997
The implication is that it is nothazards on the job that cause injuriesand illnesses, but it is the behavior ofthose exposed to the hazards (victims)that cause injuries and illnesses. BS Theory:– Workers are the problem, not the solution.– Change the worker, not the hazard.
Why Behavior Based ProgramsCan Be Attractive New management commitment to healthand safety Involves workers, allows them to impact thework environment Give management authority to workers Does address some fraction of injury andillness causation Many workers and victims believe this stuff
Management will provide “PERKS” Time off the job Access to management Willingness to correct some conditions thatthey would not correct for the union Office Status
Employer Programs, Policies & PracticesRelated to Behavior-Based Safety Safety Incentive Programs Injury Discipline Policies Programs that focus solely on LostWork Days or Reported Injuries
Disincentives to ReportingInjuries and Illnesses Awards (prizes and money) fornot have a recordable or lost timecase (or having a low rate) Discipline issued after workersare injured Drug testing after every injury Peer pressureNoInjuries
Phillips Chemical Company, Pasadena, Texas 1989 Had just completed 5,000,000 hourswithout a lost time injuryAt the same time they had: Explosion and fire 23 dead 232 injured
Safety Incentive Program Claims NotSupported by Evidence, OSHA Official SaysA review of literature for the OccupationalSafety and Health Administration concludesthere is no basis for employer claims thattheir safety incentive programs actuallymake workplaces safer, an agency officialtold an OSHA advisory committee.Marthe Kent, director of OSHA’s office ofRegulatory Analysis said the agency’sreview of safety incentive programs alsoindicates there is “often a chilling effect”when the programs discourage thereporting of injuries and illnesses.Kent reported the findings to the NationalAdvisory Committee on OccupationalSafety and Health, which asked for thereview. She said, “empirical evidence issadly lacking” that these programs improvesafety.The review was prepared for OSHA bythe consulting firm Dennison Associatesof Washington, D.C.Safety incentive programs are used byemployers to encourage workers tomaintain good safety records. In somecases, workers who avoid accidents arerewardedwithbonuses,jackets,briefcases and other items.Otherincentive programs use feedback andpositive reinforcement as rewards.OSHA’s review found two basicprograms: those that require improvedwork practices, such as the increaseduse of safety glasses; and others thatreward reductions in the number ofinjuries and illnesses reported.Excerpt from BNAC Safety Communicator, Winter 1999
Safety Incentive Program Claims NotSupported by Evidence, OSHA Official SaysA review of literature for the OccupationalSafety and Health Administration concludesthere is no basis for employer claims thattheir safety incentive programs actuallymake workplaces safer, an agency officialtold an OSHA advisory committee.The review was prepared for OSHA bythe consulting firm Dennison Associatesof Washington, D.C.Safety Incentive ProgramClaims Not Supportedby Evidence,OSHA Official SaysMarthe Kent, director of OSHA’s office ofRegulatory Analysis said the agency’sreview of safety incentive programs alsoindicates there is “often a chilling effect”when the programs discourage thereporting of injuries and illnesses.Kent reported the findings to the NationalAdvisory Committee on OccupationalSafety and Health, which asked for thereview. She said, “empirical evidence issadly lacking” that these programs improvesafety.Safety incentive programs are used byemployers to encourage workers tomaintain good safety records. In somecases, workers who avoid accidents arerewardedwithbonuses,jackets,briefcases and other items.Otherincentive programs use feedback andpositive reinforcement as rewards.OSHA’s review found two basicprograms: those that require improvedwork practices, such as the increaseduse of safety glasses; and others thatreward reductions in the number ofinjuries and illnesses reported.Excerpt from BNAC Safety Communicator, Winter 1999
Incentives Drive Down Reporting“The number of serious workplace injuries reported in the US hasfallen steadily for the last five years. That should be a good thing.Unfortunately, fatalities have inched upward at the same time, from5,497 in 1992 to 5,594 in 1997. That, says the Occupational Safetyand Health Administration just doesn’t add up. If there are fewerinjuries, their models indicate that there ought to be fewerfatalities. The explanation , according to OSHA’s Marthe Kent,director of safety standards and programs? The growth of incentiveprograms, prizes, safety bingo and milestone awards are puttingpressure on workers not to report injuries. Fatalities are a little harderto cover up, so those numbers remain accurate.”Excerpt from “OHS Canada” October/November 1999
Incentives Drive Down ReportingIf there are fewer injuries,“The number of serious workplace injuries reported in the US hastheirmodelsindicatefallen steadilyfor thelast five years.That should bethata good thing.Unfortunately, fatalities have inched upward at the same time, fromthereto befatalities.5,497in 1992 oughtto 5,594 in 1997.That,fewersays the OccupationalSafetyand Health Administration just doesn’t add up. If there are fewerinjuries, their models indicate that there ought to be fewerfatalities. The explanation , according to OSHA’s Marthe Kent,director of safety standards and programs? The growth of incentiveprograms, prizes, safety bingo and milestone awards are puttingpressure on workers not to report injuries. Fatalities are a little harderto cover up, so those numbers remain accurate.”Excerpt from “OHS Canada” October/November 1999
Union Forces Management to AbandonDuPont STOP Program for Employees An employer planned to implement the DuPont STOPprogram without bargaining The Union demanded to negotiate about the safetyprogram Management refused to bargain or provide requestedinformation to the Union In an unfair labor practice charge filed by the AmericanPostal Workers Union - Philadelphia Local - the NationalLabor Relations Board supported the Union’s position thatmanagement must bargain with the Union over a safetyprogram that affects its members
“Everyone, and that includes you and me, isat some time careless, complacent,overconfident, and stubborn. At times eachof us becomes distracted, inattentive, bored,and fatigued. We occasionally take chances,we misunderstand, we misinterpret, and wemisread. These are completely humancharacteristics.”Al Chapanis, Former Professor of Human FactorsEngineering Department, Johns Hopkins University
“Because we are human and because allthese traits are fundamental and builtinto each of us, the equipment, machinesand systems that we construct for ouruse have to be made to accommodate usthe way we are, and not vice versa.”Al Chapanis, Former Professor of Human FactorsEngineering Department, Johns Hopkins University
!"# Susan Baker, Professor of Health Policy and ManagementDirector of the Johns Hopkins Injury Prevention Center
Union Approach to ComprehensiveWorksite Safety and Health Program Elements Include:Management commitmentWorker and Union involvementHazard identification andassessmentHazard prevention, eliminationand controlWorksite inspections andincident investigationsEvaluation of programeffectivenessMedical care Mechanisms:Health & Safety Committees(union only & joint)Procedure to shut downhazardous jobsRight to refuse unsafe workMechanism to reviewworkplace changesMeasure hazards and controlefforts, not just reportedinjuriesTraining and Education
Fundamental Principles of A UnionApproach to Safety and Health Injuries and illnesses are the result ofexposure to hazards Labor and management goals differ Union only mechanism to protect ourinterests Worker and Union involvement in everyaspect of program Union representatives need time, accessand resources
Union View of Critical Worker Behaviors Identify root causes of injuries and illnesses Communicate problems to Union health &safety committee Filing health and safety grievances whenneeded Refusing hazardous and/or unsafe work Reporting injuries and illnesses Identifying management who are notaddressing health and safety problems
!"# !
Union View - Identify HazardsA hazard is a condition or set of circumstancesthat can cause harm()(!"# '*&'%"
It is better to slay a dragon than to teach peopleways to live peacefully with him!
Whose behavior needsto be changed toimprove health & safetyat your workplace?
Get rid of BehaviorBased safetyandIncentive Programs
The best way to stopBBS, is to spreadknowledge about theconsequences it has tosafety and workingenvironment.
Where to find information aboutBBS/BS programs?By visiting these web sites or search the internet for”behavior based safety” or ”behavioral safety”, and youwill find what you are looking for. Some of the materialin this presentation is borrowed from these rg.au/index.cfm?section 12&category hp
What is behavior based safety Unions all over the world are fighting against the behavior based safety progra
often referred to as behavior-based safety programs. Behavior-based safety programs are a systematic approach to promoting behavior supportive of injury prevention (Sulzer-Azaroff and Austin, 2000). There are numerous examples of effective behavior-based safety programs employing nonmonetary consequences such as feedback to increase safe
Verbal Behavior Verbal Behavior (V) is a class of behavior that is reinforced through the mediation of other persons (Skinner, 1957, p.2). Verbal Behavior is the application of behavior principles to language. Verbal Behavior categorizes language responses into different categories based on the function of the response Verbal Behavior is a subset of the science of Behavior Analysis
Texas Association for Behavior Analysis. A speaker at safety conferences worldwide, Terry also founded the annual Behavioral Safety Now Conference (BSN). He has published over 100 articles and authored the seminal book on behavior-based safety: The Values-Based Safety Process: Improving Your Safety Culture with Behavior-Based Safety.
Morning, Safety Inspection, Safety Patrol, Tool Box Meeting and Safety Meeting), APD usage behavior, training procurement, 5R implementation, compliance behavior towards all OSH programs. Conclusions : The implementations of Behavior Based Safety (BBS) by using DO IT method at PT.
Verbal Behavior Verbal Behavior (V) is a class of behavior that is reinforced through the mediation of other persons (Skinner, 1957, p.2). Verbal Behavior is the application of behavior principles to language. Verbal Behavior categorizes language responses into different categories based on the function of the response Verbal
that caused by human unsafe behavior is getting higher and higher in complex industrial systems. Aiming at the situation of lacking the basic theory research about human safety behavior, taking the construction of overall model of human safety behavior as the purpose, analysis of human safety behavior's shaping factors as the main line, the
consumer's shopping behavior. Conformity behavior is a universal phenomenon in social psychology. Its essence is the change of attitude or behavior of individuals under group pressure [8]. In consumer behavior, herd behavior is mainly manifested in a shopping behavior in which a consumer individual is influenced by the
Safety training: Safety talks, outlines and scripts - DSH Safety leader's discussion guide, Training Center's One-hour safety presentations, reference books, web resources . Behavior-based safety is a systematic approach to motivate safe behavior that influences organizational systems, behaviors and culture. .
