1. BEHAVIOUR-BASED SAFETY
MOTIVATING SAFE BEHAVIOUR
BEHAVIOUR-BASED SAFETY

2. What does motivation have to do with safety?
“Our behavior is motivated by the consequences we expect to receive for our behavior.” (Carnegie, 1936)

3. MOTIVATING SAFE BEHAVIOUR
Most traditional safety incentive programs do more harm than good, because they focus on injury reduction or other outcome measures
They can encourage people to hide/not report injuries; by…
Leading people to think safety isn’t within their control, then…
People think that safety improvement requires luck or cheating

4. MOTIVATING SAFE BEHAVIOUR
Behaviour-based measures are within OUR control… because
They’re observable, and are our main indicator of success; not accident rates
This means luck no longer has anything to do with it
We can now be accountable for OUR own behaviour

5. BEHAVIOUR-BASED SAFETY PROGRAMS
It’s about doing something before people get injured
Gives people a chance to make a positive contribution toward safety
Gives people feedback on the improvements they’re making to THEIR workplace

6. LEARNING OBJECTIVES At the end of this session you will be able to...
Use the A-B-C model to analyse and improve peoples safety-related behaviour
Explain why both direction and motivation are needed for long term behaviour change
Design effective activator’s to direct safe work practices
Design effective consequences to motivate safe work practices
Explain why positive consequences motivate safe behaviour

7. LEARNING OBJECTIVES At the end of this session you will be able to...
Distinguish between natural and extra consequences, and external and internal activators and consequences
Deliver and receive behaviour-based recognition
Organise an effective group celebration to motivate interpersonal caring for safety
Design and implement an effective safety incentive program to motivate involvement in safety-related activities

8. CONTENT OF TRAINING This module will cover...
The ABC Model
Activator intervention
Consequence intervention
Recognising Safety Performance
Safety Celebrations
Safety Incentive Programs

9. THE ‘ABC’ MODEL Activators direct, and come before behaviour
Behaviour - anything observable
Consequences motivate, and come after behaviour

10. COMPETING CONSEQUENCES
Several consequences can motivate our behaviour at any one time
Say you running late for a plane…
The strongest consequences at the time will motivate your behaviour
… like the motivation to ignore a safety procedure can be very powerful at times

11. NATURAL CONSEQUENCES
There aren’t many natural motivating consequences to behave safely
But, when we take short cuts or ignore safety procedures the natural consequence is the job is done faster and easier
So, we need to “build in” some extra consequences for people to act safely

12. EXERCISE An ABC Analysis of AT-Risk Behaviour
“Why safety can be considered a continuous fight with human nature.” (Geller, 1997)

13. HABITUATION
To prevent habituation (“tuning out”), we need to ensure the activators are:
Specific
Change every now and then
Work when required

14. RULES FOR ACTIVATORS 1 Specify behaviour 2 Vary the message
Be specific about the behaviours you want
2 Vary the message
Look for different ways to keep the message fresh
3 Vary the method
Look for different ways to deliver the message

15. RULES FOR ACTIVATORS 4 Involve the participants
Leads to ownership and commitment
5 Activate close to response opportunity
Remind near time of requested behaviour
6 Implicate consequences
Make sure people realise the consequences available to them if they follow an activator

16. EXAMPLES OF ACTIVATOR INTERVENTION
Increasing the impact of signs
The Safety Share
Goal-setting
Setting examples
Walking the talk
“It won’t happen to me, but it could happen to someone else”

17. SETTING EXAMPLES
“The eyes a better teacher and more willing than the ear;
Fine counsel is confusing, but example’s always clear;
And the best of all the preachers are the ones who live their creeds;
For to see the good in action is what everybody needs.
I can soon learn how to do it if you’ll let me see it done;
I can watch your hands in action, but your tongue too fast may run;
And the lectures you deliver may be very wise and true.
But I’d rather get my lesson by watching what you do.
For I may not understand you and the high advice you give.
There’s no misunderstanding how you act and how you live.” (Forrest H. Kirkpatrick).

18. CONSEQUENCE INTERVENTION
How do we stop people taking calculated risks (consciously incompetent)
To actively care for safety, people need to feel good about it
Positive consequences do this
The key to this is praise and positive recognition

19. EXERCISE Assessing Motivation Versus Attitude
“Positive consequences improve behaviour and attitude at the same time.” (Geller, 1997)

20. Consequences motivate
THE ‘ABC’ MODEL
Activators direct
behaviour
BEHAVIOUR
Consequences motivate
behaviour

21. RECOGNISING SAFETY ACHIEVEMENT
Research suggests, we learn more from our successes than our failures…
Learning from our errors shows us “what not to do”
Success provides the most learning

22. TIPS IN RECOGNISING SAFE BEHAVIOUR
1 Do it during or immediately after it happens
2 Make it personal (meaningful)
3 Connect the specific behaviour with higher-level praise ie.Leadership, trustworthiness etc.
4 Do it privately

23. TIPS IN RECOGNISING SAFE BEHAVIOUR
5 Let it stand alone and sink in
Don’t over do it
6 Be careful with ‘tangibles’
Don’t focus on material reward - it takes away significance of the achievement
7 Secondhand recognition is good
Positive ‘gossip’

24. EXERCISE Recognising the Good Others Do
This exercise involves people looking for good behaviour in others.

25. RECEIVING RECOGNITION
Avoid denial I.e. “It was nothing” or “it was a group effort”
It’s OK to acknowledge you did well
Listen actively
To identify what behaviour they liked
Ask for the specific behaviour they liked
Be appreciative
It took effort for the person to give the feedback

26. RECEIVING RECOGNITION
Relive it later to make you feel good
Make the most of it - you more often than not don’t get recognised for behaving safely
Recognise the person for recognising you
When you accept recognition well, you reward the recognising person for their extra effort
Ask for recognition when it’s deserved but not forthcoming
Reminds people of the importance of feedback and recognition

27. EXERCISE
Giving and Receiving Recognition

28. CELEBRATIONS Don’t announce celebrations of injury reduction
Increases motivation to cheat
Celebrate not the outcome but how it was achieved
Gives credit where credit’s due
Ensure ‘bottom-up’ involvement in the celebration
Ensures journey milestones are acknowledged

29. CELEBRATIONS Relive the journey
Managers do more listening than talking
Acknowledge success AND failure along the way
Ensures realism and shows how significant the progress was that WE made
Be creative and ask for input in designing them
Look at our last safety celebration. What would we do differently now?

30. WHAT IS AN INCENTIVE? Can be defined as
“An inducement to do something in order to receive a reward”. (Geller, 1997).
In other words, if people meet certain conditions, they’ll receive something they like in return

31. OUTCOME-BASED INCENTIVES
Pass the “Deadmans Test”
Reward people who behave unsafely
Oxy burn story
Encourages people to hide injuries
BEHAVIOUR-BASED INCENTIVES
Reward people for what they do (not the outcome)
“We have control”
Develops openness and trust

32. BEHAVIOUR-REWARD CONTINGENCIES
Options:
Behaviour-based raffle
Credit Economy system (flybuys method)
Give rewards to charity
Etc

33. EXERCISE
Developing An Incentive/Reward Program

34. IN CONCLUSION
Natural consequences motivate at-risk behaviour, so we need to:
Design activators and extra consequences to motivate safe behaviour
How do we get people to care for safety
Get them involved
We need to give more positive recognition
Give people the opportunity to ACT
Action is the key

35. IN CONCLUSION Instead of: “It won’t happen to me”.
We want people to say:
“It may not happen to me, but it’s going to happen to someone, and I care about that. I care enough to set a good example, and I care enough to do some extra things around here that might prevent someone getting hurt.”