Behavior-Based Safety: Myth or Magic?
Behavior-based safety is a broad term used to describe everything from basic employee behavior audits and feedback to a comprehensive safety management system designed to change a companyâs safety culture.
When it was introduced, behavior-based safety (BBS) was seen as a magic panacea for everything that ailed safety programs. âIt was the Swiss Army Knife of safety programs. It could take care of everything,â says Ron Bowles, director of operations for Portland, Ore.-based Strategic Safety Associates. âNow people realize that it is just one tool and more are needed.â
Decades after the initial launch of BBS programs, the process has lost favor with many safety managers, who claim the cost â such programs can be expensive â and the long-term results are not what they expected.
Some experts argue that expectations for BBS were unrealistic from the start, while others believe the process has been corrupted at some companies, transformed into an auditing program that assumes a âblame the employeeâ attitude about safety failures. âBehavior-based safety makes the assumption you know what behaviors you should be doing,â says Robert Pater, managing director of Strategic Safety Associates. âIt assumes you know what to do and need to be reminded to do it.â
Not surprisingly, that approach failed at many companies, says Larry Hansen, CSP, ARM, author and principal of L2H Speaking of Safety Inc.
âMy intro to behavior-based safety was being asked by my employer at the time to go to an Indiana food distribution company to analyze the safety program,â remembers Hansen. âAt 9 a.m., I walked in the door and the general manager said, âStop right there. I just bought a gun, and the next SOB who mentions behavioral safety…ââ
Hansen said the company had spent hundreds of thousands of dollars on a behavior-based safety program and it had failed miserably. âIt never had a chance,â he says. âThere was a poor manager and a sick organization. They bought into it because they thought it said what they wanted to hear about the cause of incidents, what I call PDDT: people doing dumb things. In other words, employees are the problem and a BBS program can âfixâ them. Itâs a core misconception that leads to failure.â
The Myth
Jim Spigener, vice president of BST Inc., a global safety consulting and solutions firm that was one of the pioneers in the concept of BBS, says BBS caught fire because âfor years and years and years, there wasnât much new in safety. Then someone seized on the fact that management might want to pay attention to employees. But very few companies were ready to embrace the whole movement.â
Even without a total commitment to changing the safety culture with BBS as a part of that process, BBS caught on âbecause it was getting results and it seemed to make sense,â says Spigener.
BBS was meant to be part of a bigger safety system, he adds, mentioning what he calls the âfatal errorâ of assuming that BBS in some form or another works as the only approach necessary to improve safety and reduce incidents.
âBBS, the way people talk about it now, is really a myth,â says Spigener. âA lot of companies jumped on the bandwagon, grabbed a BBS program off the shelf and now are disappointed with the results. And unions have a very good case for going after traditional BBS programs [that âblameâ the worker]. Traditional BBS programs donât examine what drives employees to be in a hazardous situation.â
Hansen offers a perfect example to illustrate Spigenerâs point. Hansen says he visited a facility that incurred repetitive losses from injuries employees suffered running up the lunchroom stairwell. Finally, an employee fell and broke his leg, at which point management adopted a BBS program, installing monitors in the hallway leading to the stairwell to remind employees to walk up the steps and to reiterate the company policy, which called for no running. Despite the focus on employee behavior, employees continued running up the stairs until a second major incident occurred, leaving an employee paralyzed. Finally, someone got smart and began to examine systemic causes for employee behavior that ran contrary to company policy and, even, common sense.
âThey werenât asking the most basic question of employees: âWhy are you running up the stairs?ââ says Hansen. âThe answer was, âThere arenât enough chairs in the lunchroom.ââ Employees knew, says Hansen, that if they were late entering the lunchroom, they had to stand to eat their lunches.
âBehavior-based safety done right can be very effective at helping you discover whatâs wrong with an organization, find the core organizational causes of risk,â Hansen adds. âDone wrong, it can be used to mask organizational and management failures.â
Itâs the Culture, Stupid
E. Scott Geller, Ph.D., talks of attending a session at a safety conference where the presenter asked audience members if they had been injured in a workplace incident and then asked, âHow many [incidents] were caused by another person? An equipment failure? Your behavior?â
âWhen the majority raised their hands when he asked if their behavior caused the incident, he said, âI rest my case,ââ Geller, alumni distinguished professor at Virginia Tech and director of the Center for Applied Behavior Systems in the Department of Psychology, remembers. âBut he didnât go to the next step and ask the next question: âWhat influences behavior?â It all happens as part of the culture.â
BBS has its virtues, says Donald Eckenfelder, CSP, P.E., the principal consultant with Profit Protection Consultants and a past president of the American Society of Safety Engineers, but it also has its faults, one of which is the lack of focus on the overall safety culture and environment at a facility. To its credit, Eckenfelder says BBS:
- Focuses on the human side of safety;
- Defines safe and unsafe behaviors;
- Encourages safe behavior and discourages unsafe or destructive behaviors;
- Involves employees in safety;
- Requires management to put its money where its mouth is; and
- Engenders commitment and passion, especially in the early phases.
âThere are clearly good things about behavior-based safety,â says Eckenfelder. âBut there is more negative than positiveâ in many of the BBS programs companies have adopted, he adds.
For example, many BBS programs, as packaged by the provider or used by the customer, donât deal with the causes of safety failures; they deal with the symptoms. âBehaviors of employees are a long way from the root cause,â says Eckenfelder.
If corporate management supports and encourages safe behavior by eliminating root causes â such as engineering, process, communication or training failures â then employees are more likely to want to adopt safe behaviors. Employers, managers and supervisors who actively and vocally support safe production and put money and resources behind that support are less likely to get pushback from employees regarding safe behavior.
âSafety isnât primarily a technical problem or a behavioral problem,â Eckenfelder points out. âItâs a cultural problem. If the cultureâs wrong, nothing else works.â
He notes that when we walk into clothing stores or restaurants, we know if the culture is good or bad. âCanât you feel the culture?â Eckenfelder asks. âIf theyâve got the culture âright,â you say to yourself, âWow! Iâd really like to come back here.ââ
And the quickest way to ensure safety culture failure, experts agree, is to try to âforceâ safe behavior on employees.
Experts equate such pressure to a parent telling a teenager how to behave … and say it gets about the same response. As Robert Pater, managing director of Strategic Safety Associates, says, âYou canât mandate people to monitor themselves. You can invite them to do it. Forcing change creates pushback.â
If you really want behavioral change, says Pater, âemployees have to see the value of change. They have to believe they can change. They have to know how to change. They have to practice, because behavioral change doesnât happen from one exposure. And the new actions have to be reinforced through acknowledgment, celebration and external monitoring.â
The key to true, positive behavior change, adds Bowles, âis to create an environment where, rather than have safety as something that is being done to me or for me, itâs something thatâs being done with me or by me. Once I begin to own it, I can have incredible success.â
âReal change happens inside out,â Eckenfelder adds. âPeople get better because they change their attitudes, not because there is pressure placed on them from the outside.
Read the remainder of the story here: http://ehstoday.com/safety/ehs_imp_75429
Source EHS TodayÂŽ