Designed to improve
intervention skills of observers in a Behavioral Safety process, and performance
coaching roles of first line manages, this presentation targets one of the most
powerful shapers of safe work performance…Feedback!
There’s an old saying: “The devil is in the details”…well, so to
is the key to safe behavior in the workplace.
Far too often we look…but fail to see! We
overlook critical details that, if left unattended, may lead to accidents and
injuries. But the observer’s role is far more that just seeing.
To effectively minimize at-risk behavior, an observer or coach must
effectively provide the type of feedback that leads to desired behavior change…this
is a learned skill.
This session starts
out with a short, but convincing series of ‘Did you see that?’ challenges
that demonstrate the importance…and difficulty of seeing details commonly
before us. Since the primary
purpose of an observation process is to create change, (individual and
systemic), this presentation identifies and links a sequence of key topics:
Observations (purpose); Communication (process); Change (targets), and
Performance (activities and outcomes) to behavior. Key learning points explored with participants during this
program include:
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How Good words
and Bad words trigger employee responses to change.
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Identifying the
real change targets of a Behavioral Safety Process.
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The need to push
change up the Accident Causation Continuum.
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The four
performance strategies that offer but one choice; if our job is to increase
safe behavior.
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Why the odds of
success are stacked against us, if we target accidents rather than
behaviors.
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What an observer’s
role rightfully is…and is not!
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How to minimize
the impact of Reactivity in an observation process.
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The Seven types
of feedback…and the five to watch out for!
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Principles for
giving Constructive and Reinforcing feedback…(Role-plays available).
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The three No But
rules of effective performance feedback.
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How to identify
the signs, types, and reasons for employee resistance to behavior change.
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Twenty techniques
for managing resistance in a behavior observation and change process.
(Role-plays available).
This presentation
provides an informative and insightful introduction to the key principles, and
core elements of an effective behavioral safety process.
It answers many of the questions commonly raised by those responsible for
evaluating if behavioral safety would be a valuable addition to their workplace
safety process. This session puts a solid handle on the often difficult to
understand and frustrating issues of human behavior, thereby helping
participants get a firmer G.R.I.P. (Gain Real Improvement in Performance) on the
process.
This presentation defines
what Behavioral Safety is…and more importantly, what it is not.
It identifies the essential elements of a behavioral process and details
seven key principles that optimize the potential for positive results.
This program helps participants understand the critical relationship
between the human element (behaviors) and the systemic drivers (organization) of
accidents. The session provides the
answer to the one critical performance question, which most operation managers
can’t answer-- this question: “Why do employees do what they do, act unsafe,
and have accidents? Do you know?
The session also identifies the two laws governing employee behavior in
an organization (the complex law, and the simplified law) which also determines
why good safety programs produce mediocre results at best!
This session describes the four behavior change strategies that managers
need understand and effectively apply to improve the level of safe behavior in a
workplace. And finally, a four step
simplified (D.U.M.B.D.O.W.N.) behavioral safety model is presented make the
behavioral safety process more practical and line manger-friendly.
This presentation
emphasizes personal responsibility (by all) as a critical loss prevention
tactic. The session identifies the
existence and interaction of multiple organizational systems, (management, and
process, technical) which influence accident causation in an organization.
The session emphasizes that ultimately; it is an individuals personal
(pre-accident) choice, which determine potential for accident and injury.
A seventh level thinking model that integrates all systems and encourages
a personal preventive assessment of accident force energies is presented as the
ultimate control mechanism of injuries in the work place.
This session
provides a basic primer on the evolution of Human Relations and management
theory and it’s impact on employee behaviors and work performance.
This presentation
explores the contra (pro attitude)
position on behavioral safety; a school of thought that suggests that there is
more to behavioral safety than meets the eye i.e. more than just observable
acts. In a more holistic sense,
behavioral safety addresses all levels of the human state, including the values,
attitudes, emotions, and ultimately the visible behaviors, which trigger
accidents. To this extent, the
whole person must be addressed in a behavioral process.
This session identifies the two major types of accident causation and
discusses the various attitudinal, physical and emotional states that influence
human behaviors and lead to accident potential.
This session explores the ‘holistic’ view of behavioral safety, one
premised on the belief that absolute safe only exists when we build it into all
levels of our being; including the physical state, (what we do), the
psychological state (what we think), the emotional state (what we feel) and the
values state (what we believe). The
session emphasizes that achieving a holistic state of safety requires a high
level of personal responsibility for self and others.
It involves doing safety for the right reasons, i.e. acting safely,
because we believe in it as a life value, not because it’s a law, a company
policy, because someone is watching, or to get an incentive prize.
Attaining this level of safe in an organization requires change in both
personal and organizational values together.
The session identifies the numerous barriers to safe behavior in a work
place and suggests that these impediments can only be overcome when individuals
move through the holistic process from a state of ignorance, to awareness, to
indifference, to willingness, to participation, and ultimately to
self-ownership. At this point
safety becomes an organizationally shared value and lives within each person,
not in manuals, policies, rules or safety contests.
This presentation,
originally delivered at the third annual American Society of Safety Engineer’s
National Symposium on Behavior-based Safety, answers the core question: Does
Behavioral Safety Really Work? If so, Why? and if no, Why not?
The program begins by identifying the multiple strategies, which comprise
the Hierarchy of Safety Excellence, and positions the behavioral strategy in
this hierarchy visualizing its linkage and relationship to other strategies
critical to excellence.
The session
then addresses key differences and misunderstandings which have created
confusion between Behavioral Safety and Behavior Modification, and which have
deterred behavioral safety’s acceptance by workers.
The presentation identifies true Behavioral Safety as a two-part process
which extends beyond unsafe employee acts as the principle cause of accidents in
the workplace, to a recognition that the management system harbors most root
causes of accidents.
The session
constructs a seven-step implementation process based on the Shewart continuous
improvement model to identify such causes, and discusses the seven elements
critical to an effective behavioral safety process.
The session concludes with a discussion of the ‘Dirty Dozen’--Twelve
Shortcuts that guarantee you’ll come up SHORT in a Behavioral Safety process.
Viewed proactively, these shortcuts provide insight to the critical
factors necessary for a successful behavioral safety process.
This short sweet,
and to the point session identifies 25 Good Reasons…and then some for
implementing a behavior based safety process. This session identifies and discusses the multiple benefits
of considering a behavior-based safety initiative as a strategy for improving
safe work performance.
This session
addresses the common concerns, criticisms, and pitfalls (of both management and
employees) which often undermine the successful implementation of a behavioral
safety process. Twenty common
misconceptions and objections are discussed and participants are provided an
analytical tool, which allows them to evaluate the existence of these threats
and assess the readiness of their organization to pursue a behavioral safety
strategy.
This six session
series introduces participants to the basic principles and common elements of
the Behavioral Safety process. Each
session (1 ˝ to 2 hrs in length) involves presentations, discussions and
workshops, which engage participants in building an understanding and practical
ability to apply the knowledge contained in the six module subjects covered.
Each letter of the acronym S.I.M.P.L.E. designates an action word from
the six module titles, which supports the subject matter presented:
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So, That’s What
This ‘BS’ is All About! (Behavioral Safety: what it is…and isn’t!)
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In Search Of the
Good Reasons for Poor Performance (what causes accidents!)
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Managing Safe
Behaviors. (behavior management tools and methods)
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Problem-Sighting
and Sourcing. (Identifying loss
drivers and critical behaviors)
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Learning to See
Symptoms (observation and
feedback processes)
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Elevating
Accident Causation (structured
problem- solving techniques)
Session 1.
So, That’s What This BS Is All about!
This session
identifies the results generated by traditional safety strategies, and exposes
the need for more progressive strategies to positively impact future results.
The program builds a new mental model for safety success; one comprised of the
three critical elements which most impact operational results…including
safety results. The session
positions people and their behavior as one key element of this success model,
and addresses the three performances questions critical to optimizing safety
results:
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Does Culture
shape process?
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Does process
impact behavior? And
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Does behavior
trigger accidents?
This session contrasts the differences between attitude based (changing
what employees think) safety programs and behavior based (changing what
employees do) safety processes, and discusses twelve fundamental differences
between the two approaches. Lastly,
the session clarifies a common misconception regarding behavioral safety and
behavior modification. It
identifies behavioral safety as a two-part process focused on finding and
correcting systemic organizational problems; not a process designed to fix
problem employees.
Session 2.
Is This A Behavioral Problem?
Just as medical
science follows the Hippocratic oath—its guiding rule of practice: “First
do no harm”, so too must behavioral science follow its guiding rule: First
determine if it’s a behavior (motivation) problem!
This presentation engages participants in the search for the good
reasons for poor (unsafe) performance. Using
group discussion and workshops, participants identify the multiple reasons for
at-risk behavior in an organization, and classify these according to four (4)
specific types: 1) ability- (Can’t do problems); 2) motivation- (Don’t do
problems); 3) organizational- (won’t do problems); and 4) systemic- (No can
do problems). This session
explores safety motivation in the work place and addresses the role of money
(the three financial laws of human performance) and the myth of more training
being the answer to most performance problems.
The session presents five tests to determine if unsafe employee
behaviors are due to a motivation problem, and outlines a five step bothersome
process for resolving such behaviors when they are.
The session also examines the power of performance feedback as a
natural work motivator and discusses the effective use of reinforcement and
discipline to improve safe work performance.
Ten rules for effectively administering discipline are covered…and an
eleventh bonus rule for managers who heavily rely on discipline is provided.
Session 3.
Managing Safe Behavior
This session
explores the behavioral principles, and behavior analysis tools that can be
employed to effectively increase safe behavior in the work place.
The session answers the two critical performance questions, which most
operation’s managers can’t answer--these questions:
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Why do
employees do what they do, act unsafe, and have accidents? And
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Why do good
safety programs produce marginal results…at best?
This session
engages participants in the completion of a Safety Practices Inventory, which
identifies the extent to which antecedents and consequences, the two primary
shapers of work behavior, are currently impacting safe practices in their
organization. The results of this
survey quantify the extent to which the Safety Say/Do Paradox, a condition
common in many companies, may unknowingly be sub-optimizing safety performance
in the organization. The two
rules of human behavior, the complex rule, and the simple rule are also
identified. This session reviews
the ABC behavior analysis model which aids participants understand how
consequence analysis can be used to better understand why at-risk behaviors
occur/recur in an organization and how to permanently change them. The session concludes by identifying ten management
characteristics, which differentiate managing a traditional safety program
from leading a behavioral safety process.
Session 4.
Problem-Seeing—Making a Positive ID of Accident Causes
This session deals
with targeting loss drivers and identifying critical behaviors triggering
accidents in the workplace. It
cautions participants of the dangers of relying on common sense and
assumptions to target accident prevention efforts and emphasizes the need to
use ‘hard data’ as the key decision driver of a safety process.
The session examines the four organizational data sources, which can be
used to discover information valuable in targeting accident types, determining
critical behaviors, and developing safe prescription statements for use in a
behavioral observation process. The
session emphasizes effective ‘problem seeing’ as the first critical step
to effective problem solving. This
session is premised on the fact that: numbers are numbers, numbers are not
knowledge. In order to optimize safety, we need to mine the data sources
in an organization that provide meaning beyond the numbers.
This session helps participants locate these sources so that they can
positively ID those critical behaviors, and systemic problems, which lead to
accidents and loss costs in their organization.
Session 5.
Learning To See Beyond Symptoms
This session
examines the two core elements of a behavioral safety process: Observation and
Feedback. The presentation
identifies an effective observation process as having two key objectives:
first, to identify and modify at-risk behaviors; and second, to seek out and
fix poorly designed processes, which impact behaviors leading to accident and
injury. The session identifies
the opportunity to measure and manage a process at a pre-accident level, and
identifies the two visible and observable elements that can be tracked as
indicators of safe Vs unsafe behavior in an operation.
The session discusses the basic principles of an observation process
i.e. what, whom, when, how, and how often, examines the effect of reactivity
(the natural effect of an observation process on behaviors) and discusses
techniques for keeping the process honest.
The session also discusses the key design elements of an effective
observation process and the important characteristics of effective feedback.
This session concludes with a discussion of ten benefits of
implementing a safe behavior observation and feedback process in the
workplace.
Session 6.
Elevating Accident Causation
This session
addresses the need for and various tools available for incorporating
structured problem solving into a behavioral safety process.
Since behavioral safety is basically: a search for the good reasons for
poor (unsafe) performance, structured problem solving is necessary to get
beyond symptoms and drive causation up the organization.
This session exposes the myth of PDDT as the number one cause of
workplace accidents and emphasizes the need to pursue systemic causes.
The session identifies the powerful influence that the system (goals,
incentives, fear, communications and rewards) has on people’s behavior, and
introduces a four step better I.D.E.A. problem-solving model. Each of the four steps is discussed:
During each of the
process steps, relevant problem seeing and problem solving techniques
including Brainstorming, Force Field Analysis, Cause and Effect Diagrams, The
Five Whys, and Paired Choice selection methods are discussed.
Participants engage in a workshop to practice application of these
techniques in discovering core causes of safety problems.
The session concludes with a discussion of the Seven common pitfalls to
effective problem solving in organizations.
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