1. Traditional Safety or Behavior-Based Safety – Basics Overview WELCOME! Doug Handy (Douglas R. Handy, CSP) (2014 Award of Excellence recipient)

3. Presentation Goal and Objectives Upon presentation completion, you should have the ability to: Know some basics about Traditional & Behavior Based Safety processes. Describe the Fundamentals of Human Behavior Understand that Behavior Based Safety enhances, and does not replace Conventional/Traditional Safety Quantify Behavioral Risk from a Systems Perspective Identify Best Opportunities for Behavioral Risk Reduction Understand the importance of ‘Feedback’ – and how it applies to Human Behavior and Behavioral Based Safety.

4. Behavior Based Safety vs. Traditional Safety During the next few slides – please think about and ask yourself: ◦ Where is the Traditional Safety in this process ◦ What does Traditional Safety do in this process (We will discuss as we go along)

5. Risk Iceberg

6. Measurement Effectiveness Effort Incident Harm Claim Cost Return on Investment System Variance Process Failure Risk Proactive Reactive The Loss Cost Stream Damage Control Process Control

7. System Variance Environment Capability Motivation Optimized System What We Have - Physical What We Know - Training & Skills What We Do - Behaviors Thorough examination & understanding

8. Traditional Safety mainly focuses on: Environment and Capability systems Physical items Physical system and processes Guarding, Egress, PPE, etc… Key drivers are generally: –OSHA & Regulatory requirements –Costs & profits –Inspections & Competitions (within) Traditional Safety Focus

9. Video

10. Behavior Safety Focus Behavior Safety mainly focuses on: Motivation systems Choice and ABCs of Human Behavior Can be set to focus on specific behaviors within methods and processes ‘Bending at the knees – not just lifting properly, etc… Using every step – not just on avoiding slips and falls, etc…

11. Behavioral Safety F A process that aims to create optimum performance in behaviors known to prevent incidents by: ◦Involving everyone ◦Measuring performance through observation ◦Adjusting systems to support the right performance ◦Primarily delivering reinforcing consequences when specific safe behaviors are observed ◦Celebrating performance improvement

12. "It's not what you look at that matters, it's what you see." Henry David Thoreau

13. The ABC’s of Human Behavior Antecedent Cues or signals to do something Behavior What we can see someone do Consequence What we get from what we do 13

14. 1.We get what we want 2.We avoid what we don’t want 3.We get what we don’t want 4.We don’t get what we want The Four Consequences 14

15. Consequence Strength Factors The more closely the consequence follows the behavior, the more likely it will influence repetition Promptness - Immediacy The more likely the consequence, the more likely it will influence repetition Probability - Certainty The more important the consequence is perceived to be, the more likely it will influence repetition Pertinence - Perceived Value 15 Apply equally to reinforcement and punishment

16. Consequence Forms Health / Wealth Status enhancement Tangible Speed Effort Expended Comfort Success Work Process Approval Acceptance Appreciation Social

17. Improving Performance Removal of barriers, in the existing system, to the performance we want Environment Discrepancies Capability Discrepancies Engaging opportunities that accelerate progress toward performance we want Work Process Consequences Tangible Consequences Creating new opportunities that not just increase the right behavior but enhance the system Social Consequences

18. Speeding 1. Need 2. Search for Options 3. Choose Action 4. Act 5. Consequences 6. Reassess Need I need to get to work on time I can speed or I can follow the posted speed limit I decide to exceed the posted speed limit I exceed the posted speed limit I get to work on time! I passed others! I went fast! It’s Monday morning

19. I get a $200 speeding ticket in a construction zone Have to tell spouse. Speeding 1. Need 2. Search for Options 3. Choose Action 4. Act 5. Consequences 6. Reassess Need I need to get to work on time I can speed or I can follow the posted speed limit I decide to exceed the posted speed limit I exceed the posted speed limit On Tuesday morning

20. 1. Need 2. Search for Options 3. Choose Action 4. Act 5. Consequences 6. Reassess Need I decide to stop at all stop signs I stop at all stop signs I need to get to work on time I can stop at stop signs or not stop I get to work unharmed The next morning … The Stop Sign

21. Speeding & Stopping What is the difference? 21

22. Consequence is King!! Consequences determine our behaviors In Traditional and BBS processes – consequences really determine our behaviors, habits and decisions while at work (& off the job) In BBS process – the focus consequence is the feedback provided ◦Individual feedback (Recognition or Accountability) ◦Group feedback (Recognition or Accountability)

23. BREAK

24. Video

25. What We Need To Know To Change Performance The behavior we want to addressThat it is stated it so that people understand itThat we can measure performance in it accuratelyHow much performance improvement we need to makeWhat is standing in the way of the improvement needed

26. Activity – Penny Pitch Exercise

27. Sample Behavior Based Observation Form (Simple) XXX Co. Observer: ______________________________________ Date : ____________ Work Area: ____________________________________ No.BehaviorSafeAt RiskComments 1Aisle Ways Clear of Obstructions 2Wearing Safety Glasses 3Wearing Safety Shoes 4 Wearing Hardhat when using Overhead Crane 5 Wearing Gloves during Material Handling Notes: ______________________________________________________________ _________ _____________________________________________________________________________________________ _________________

28. Sample Behavior Based Observation Feedback Form (Simple)

29. IIII II IIII II III I I 10 9 9 7 1 12 3 9 9 7 2 3 2011-9-23 1:35pm Larry Peterson X Driver did a fantastic job of Carrying package in his Powerzone Demonstrated the proper use of the handrail while entering and exiting the Pkg car. Explained how using the handrail reduces exposures to SF’s and reduces the loads on the Ankles, Knees, Hips and Lower Back! Driver did a fantastic job of using Flashers Driver did a good job of selecting safe parking areas. Demonstrated proper use of the horn while backing and explained the benefits to reducing pedestrian type crashes. Driver did a fantastic job of only backing when necessary. 1) Driver did a great job of using his turn signals during the entire observation process. 2) Demonstrated and reviewed the proper Walking at a Brisk Pace vs. running with the driver; discussing how the method reduces Slips, Trips and Falls and keeps the driver safe throughout his career.

30. Behavioral Safety Process... A systematic, data-driven approach Managing people’s work activities Focuses positive reinforcement on productive behavior Method to reach high performance Arrange organizational “systems” to support safety Are “contagious” and often spread to other areas of performance such as quality, productivity, compensation, etc.

31. Behavior-Based Safety is NOT… A replacement for Traditional Safety systems and approaches – Some of these may always be needed A “quick fix” to flawed systems A substitute safety program A safety cop Limited to incident reduction/investigation A one time safety project ◦One & Done…. Safety on its own with no consideration for Quality, Production & Customer Service ….

32. Thank You!!! Questions?