Enhanced BBS
Based on material from GE / Crompton / Chemtura
Mike’s Introduction
• I was fortunate to get this PowerPoint
presentation from Roger Evans who, with Rich
Blosser, was involved in it’s development when he
worked for GE Specialty Chemicals in
Morgantown
• While this was a training presentation, I never had
the training, thus there is no voice over for these
slides. Just read through these slides to
understand how one company does BBS
1
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Enhanced BBS Lecture Agenda
•
•
•
•
•
•
Introduction & Safety Fundamentals
BBS Modules
ABC Model refresher, Safe Start
Tools to Change Behavior
Observation & Feedback
Wrap-Up
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
So, starting from the very beginning,
“Why do we even need a Safety Program?”
DUH…
• Humane/Moral Reasons
-Human Suffering
- Expected
- Public Awareness
• Cost of Injuries/Incidents
- Direct (Medical, Workers Compensation, Rehab)
- Indirect (Prod. Delays, Prop. Damage, Re-Training, Admin.)
- Indirect Costs 5 to 10 X Direct Costs
• Legal Requirements
- OSHA Standards
- 100% Compliance Required
- Civil & Criminal Penalties
…Because it’s the RIGHT thing to do!
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Fundamentals of Managing Safety
1. Incidents are preventable & have multiple causes.
2. Behavior must be managed to prevent injuries/incidents.
3. Safety must be managed equally with production, quality, cost control
and employee relations.
4. At-Risk Behavior, Unsafe Conditions & Incidents are symptoms
of Mgt./Systemic Deficiencies.
5. All employees must be held accountable for Safety Performance.
6. Safety Performance must be measured in terms of activities, not just results.
How do YOU Manage Safety?
4
Enhanced BBS
Based on material from GE / Crompton / Chemtura
TEST Question
Which one of the following has the greatest influence on incident prevention?
A.
B.
C.
D.
E.
F.
Government Regulations
Employee Attitudes
Awareness & Programs
Incident Rates
Audits/Inspections
None of the Above
Answer:
F
Focusing on Human Behavior (Actions), which accounts
for 90% + of all incidents, is where we need to put our efforts!
5
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Why BBS
•
•
•
•
•
•
WE are not achieving our goal of reducing injuries.
Behavior is the Biggest Root Cause of Incidents.
BBS Identifies and Corrects At-Risk Behavior Effectively.
BBS Is Focused on Positive Consequences.
BBS Process Gives Direct Feedback on At-Risk Behavior.
Corrective/Preventive Actions are Defined Based on Actual Data.
BBS focuses on both “mistake prevention” & “mistake proofing”
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
What is BBS?
• BBS is a safety process primarily focusing on safe/at-risk
employee actions, not an equipment based safety process.
• BBS is a process where you learn to change behaviors
that have, over the course of time, resulted in incidents.
• By changing behaviors you improve your safety practice's.
Not all equipment is ideally designed with safety in mind,
therefore behavior (actions) is critical to working safely!
Each and everyone of us needs to take the ownership and
responsibility for our safety!
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
The Cookie Thief
By Valerie Cox
A woman was waiting at an airport one night, with several long hours before her flight.
She hunted for a book in the airport shop, bought a bag of cookies and found a place to drop.
She was engrossed in her book, but happened to see, that the man beside her, as bold as could be
Grabbed a cookie or two from the bag between, which she tried to ignore, to avoid a scene.
She read, munched cookies, and watched the clock, as the gutsy “cookie thief” diminished her stock.
She was getting more irritated as the minutes ticked by, thinking, “If I wasn’t so nice, I’d blacken his eye!”
With each cookie she took, he took one too, when only one was left, she wondered what he’d do.
With a smile on his face and a nervous laugh, he took the last cookie and broke it in half.
He offered her half, as he ate the other. she snatched it from him and thought, “Oh brother,
This guy has some nerve, and he’s also rude, why, he didn’t even show any gratitude!”
She had never known when she had been so galled and sighed with relief when her flight was called.
She gathered her belongings and headed for the gate, refusing to look back at the “thieving ingrate.”
She boarded the plane and sank in her seat, then sought her book, which was almost complete.
As she reached in her baggage, she gasped with surprise. there was her bag of cookies in front of her eyes!
“If mine are here,” she moaned with despair, “then the others were his and he tried to share!”
Too late to apologize, she realized the grief, that she was the rude one, the ingrate, the thief!
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Enhanced BBS
Goal of BBS Observe and improve behavior (actions) and
the thinking that drives it!
Why?
To answer that question, let us start by asking one:
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
WHAT ARE THE FOUR THINGS THAT
YOU VALUE IN LIFE THE MOST?
1. …………..
2. …………..
3. …………..
4. …………..
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
What About You?
Now think about how many people would be affected f you were injured. Imagine that your right arm
is in a cast, and for 8 weeks you will not be able to drive a car.
Write down the people you can think of who would be affected.
Family
Friends
Co-Workers
YOU
Organization
It’s important to prevent injuries, both for yourself and others!
11
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Have you ever seen
people behave in a way
that does not match up
with their values ?
In this training you will
learn why !
12
© Copyright ADSI 2002
Enhanced BBS
Based on material from GE / Crompton / Chemtura
For those who don’t take safety seriously by:
• Not following procedures, Taking shortcuts, Not wearing PPE, Horseplay
Please have the following form completed:
SPOUSE'S AFFIDAVIT
I,
, Hereby authorize my spouse to work at-risk without wearing gloves, hard
hat, goggles, safety shoes, respirator or any other safety equipment and hereby promise that I will
without complaint, perform the following duties in case he or she is blinded, crippled, or experiences
some other serious injury due to their lack of concern for safety:
I WILL:
1. Lead them wherever they want to go.
2. Help them dress and eat.
3. Describe the scenery to them on vacations.
4. Read to them instead of watching television.
5. Describe the way the children's eyes light up at Christmas and what their graduations and weddings are like.
6. Teach them to do housework so I can get a job to support our family.
7. Do all the work around the yard and garage that he/she used to do.
8. Teach our little children/grandchildren how to play ball, fish, hunt , drive a car, and other family fun things.
_____________________________
(Spouse's Signature)
Be smart, work safe and be a HERO to the important people in your life...YOUR LOVED ONES!
13
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Everybody is talking about
Behavior Based Safety (BBS)
Why?
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
OSHA SAYS:
“Behavior is the cause of 90% of all accidents and injuries”.
THE FEDERAL AVIATION ADMINISTRATION SAYS:
“Behavior is the cause of 84% of all aircraft crashes”.
Local Newspaper on Car Accidents:
“Most Car accidents happen because of alcohol, speed or reckless
driving, all at-risk behaviors that people choose to take”.
While it is true that some events in our lives are beyond our
control, the majority of the events are the result of our behavior.
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
The behavior (actions) of people is our
biggest cause of injuries and incidents.
This training is all about:
Understanding why people’s
behaviors sometimes doesn’t match
with their values/beliefs and what
can we change in this mismatch
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Site 4 year Safety Performance History
Total Incidents Total Injuries OSHA Rec.'s
193
50
3
148
40
4
121
30
3
168
40
6 (2 LT)
LT = Loss Time
Going in the WRONG Direction
17
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es
Enhanced BBS
Based on material from GE / Crompton / Chemtura
At-Risk Behaviors Contributing to two years Injuries
25
21
20
15
12
9
3
1
0
At-Risk Behavior
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
ADSI developed a model
that explains behavior
This model is called
‘The ADSI Master Model’
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Beliefs Values Life Experiences Attitudes
The ADSI Master Model
• H o w a m I fe e lin g ?
IN C O M IN G IN F O R M A T IO N
• P e r so n a l B ia s?
OR
YES
NO
GOOD
BAD
L O W R IS K
H IG H R IS K
VALUABLE
NOT VALUABLE
NO T STRESSFUL
STRESSFUL
L IF E ’S E V E N T S
Thinking
or
Levels of
Awareness
The Centers
Intellectual
Emotional
Moving
Instinctive
More
Awake
5 Unitive
4 Creative
3 Conscious
2 Sensitive
1 Automatic
0 Vital
Behaviors
Actions
• D o I h a v e so m e th in g
to c o m p a r e th is to ?
Enhanced BBS
Based on material from GE / Crompton / Chemtura
“The ADSI
Master Model”
21
Enhanced BBS
Based on material from GE / Crompton / Chemtura
In the past we have assumed that accidents
were just that;
“Accidents”
If we dig a little deeper, we are going to
find that there are:
Two Categories of Incidents
22
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Two Categories of Incidents
(or human error)
Category One:
Category Two:
A True Incident
A conscious decision not to follow procedure
Examples:
Examples:
Distracted
Compulsive risk taking
Preoccupied
Horseplay
Daydreaming
Paybacks
Rushing
Placing production, personal interests or
comfort above Safety
Correct techniques not known
Attention drift
Competition
23
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The ADSI Master Model
Based on material from GE / Crompton / Chemtura
The ADSI Master Model
Behaviors
Actions
Enhanced BBS
Enhanced BBS
Based on material from GE / Crompton / Chemtura
If we looked at some U.S, statistics from OSHA, the
Federal Aviation Administration or other industry
statistics, those statistics state that 90% or more of
the undesirable events that happen are related to
Human Error.
We are not as interested in those statistics as we are
in what’s going on where you work.
In your opinion, on a scale of 0-100, what percent of
the incidents that happen in a place you worked were
the result of human error?
26
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Spider Model
What are some of the factors that might cause
Human Error
On The Job?
27
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Spider Model
Some of the factors might be:
Thinking
Production
pressure
Stress
H u m a n E rro r
O n T he Job
Health
Outside
Distracters
Preoccupied
Fatigue
Problems at
home
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Is there a way
to measure
thinking?
29
Enhanced BBS
Based on material from GE / Crompton / Chemtura
LEVELS OF AWARENESS
LEVEL 5
UNITIVE (CONSENSUS)
Choosing to unite your thinking with someone else’s. (Trying to see it from
another persons point of view. Also, uniting a group behind a common cause.)
MORE AWAKE
LEVEL 4
CREATIVE
Creating new solutions to old problems. (Do I have to be somewhere?;
Can I find a detour?)
LEVEL 3
CONSCIOUS
Highly aware of situation and self (Brake lights stay on and why are we stopped?)
LEVEL 2
SENSITIVE
Being able to respond to outside situations when they arise. (But not much more)
LEVEL 1
AUTOMATIC
Doing something without conscious thought or effort. (Driving a car.)
LEVEL 0
TRUE SLEEP
Unconscious
30
Enhanced BBS
Based on material from GE / Crompton / Chemtura
31
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Types of Tasks
High Risk
/
High Frequency
High Risk /
Low Frequency
Low Risk
/
High Frequency
Low Risk
/
Low Frequency
Human Error
Yes
Don’t Know
No
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Types of Tasks
Averages
High Risk
/
High Frequency
High Risk /
Low Frequency
Low Risk
/
High Frequency
Low Risk
/
Low Frequency
Low Risk /High Frequency
Human Error
Yes
Don’t Know
No
33
Based on material from GE / Crompton / Chemtura
The ADSI Master Model
Thinking
or
Levels of
Awareness
More
Awake
5 Unitive
4 Creative
3 Conscious
2 Sensitive
1 Automatic
0 Vital
Behaviors
Actions
Enhanced BBS
Enhanced BBS
Based on material from GE / Crompton / Chemtura
DO YOU REMEMBER THE FOUR
THINGS THAT YOU VALUE IN
LIFE THE MOST
1. Health
2. Family
3. ……
4. ……
35
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The ADSI Master Model
Thinking
or
Levels of
Awareness
More
Awake
5 Unitive
4 Creative
3 Conscious
2 Sensitive
1 Automatic
0 Vital
Behaviors
Actions
Beliefs
Values
Life Experiences
Attitudes
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Understanding Behavior
The Centers
INTELLECTUAL
EMOTIONAL
MOVING
INSTINCTIVE
37
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Understanding Behavior
Where we want to be.
The Centers
INTELLECTUAL
When we are thinking about what we
are doing.
When our actions and behavior
reflect what we value.
38
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Understanding Behavior
The Centers
Love: Buying a lover a ring we can’t
afford.
Fear: Scrambling out of a room when
an alarm goes off.
EMOTIONAL
Anger: Throwing a wrench.
Road Rage!
39
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Understanding Behavior
The Centers
The impulse to rush or hurry
when there is no outside pressure
to do so.
If you have dinner with ten
people, there is always one done
first and last, why is that ?
MOVING
40
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Understanding Behavior
The Centers
The impulse to
• Eat when we are hungry.
• Drink when we are thirsty.
• Get out of extreme weather.
• Move quickly when startled.
• Conserve energy whenever we can.
INSTINCTIVE
41
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The ADSI Master Model
The Centers
Intellectual
Emotional
Moving
Instinctive
Thinking
or
Levels of
Awareness
More
Awake
5 Unitive
4 Creative
3 Conscious
2 Sensitive
1 Automatic
0 Vital
Behaviors
Actions
Beliefs
Values
Life Experiences
Attitudes
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Criticality Scale
100%
Highly Critical
a chance for multiple fatalities if somebody makes a mistake
Examples: Airline pilots, air traffic controllers
a chance for single fatality if a mistake is made
Examples: Doctors, Surgeons, Pharmacists, etc.
nothing much happens if we make one little mistake
Example: selling shoes at the mall
0%
Low
43
Criticality Scale
100%
Highly Critical
Where does your job
fall on this scale?
0%
Low (nothing much happens)
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The Perception Mechanism
What do the following images suggest to
you? Are they positive or negative?
45
Enhanced BBS
Based on material from GE / Crompton / Chemtura
BBS
46
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The Perception Mechanism
Filters
• How am I feeling?
• Personal Bias?
• Do I have something
to compare this to?
YES
NO
GOOD
BAD
L O W R IS K
H IG H R IS K
VALUABLE
NOT VALUABLE
NO T STRESSFUL
STRESSFUL
INCOMING INFORMATION
OR
LIFE’S EVENTS
47
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The success of this effort
depends on you.
If people don’t find BBS to
have value…
It won’t work!
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
T h e C e n te r s
I n te lle c tu a l
E m o tio n a l
M o v in g
I n s tin c tiv e
©
T h in k in g
o r
L e v e ls o f
A w a r e n e ss
M o r e
A w a k e
5
4
3
2
1
0
U
C
C
S
A
V
n itiv e
r e a tiv e
o n s c io u s
e n s itiv e
u to m a tic
ita l
R e s u lts
e lie fs
a lu e s
ife E x p e r ie n c e s
ttitu d e s
A c tio n s
B
V
L
A
B e h a v io r s
When actions and behaviors don’t match up with values, people are
either in automatic or experiencing strong impulses from moving,
emotional or instinctive center. The tool that will help keep actions and
behaviors in line with values is observation and feedback.
C o p y r ig h t A D S I 2 0 0 2
Observation and Feedback is the systematic way to measure
and change behavior upstream in the actions box before it
becomes a result.
49
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Is there anything in
our current safety
culture that would
prevent BBS from
working ?
50
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Two Dimensions of a Safety Culture
The Software of an organization:
The Hardware of an organization:
How people view the process
Law and regulations
Attitude
Health and Safety Framework
Communication
Process Safety Management
Cooperation
QS 9000
Motivation
ISO 14001
Depth of employee involvement
Global Star
Morale
Policies & Procedures
Relationships
Programs, planned activities
Degree of openness
Monitor and evaluate functions
Levels of trust
Data interpretation and and
reporting
BBS
51
Enhanced BBS
Based on material from GE / Crompton / Chemtura
This is Company Specific - Mike
What is good about our current safety culture?
1…..
2…..
3…..
What would you like to change about our
current safety culture?
1…..
2…..
3…..
52
Enhanced BBS
Based on material from GE / Crompton / Chemtura
ABC Model
53
Enhanced BBS
Based on material from GE / Crompton / Chemtura
A few words about the word
Behavior
Behavior is simply an observable act, something you can
see another person do.
A critical behavior is also an observable act, but
it is one that protects us from injury if we do it
correctly and puts us at risk of injury if we do it incorrectly.
Although the word “behavior” may have a negative connotation to it,
i.e.. “Johnny quit misbehaving!”,
It is nothing more than the action(s) of people.
54
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Behavior
• An Observable Act or Activity
• Activity without Undertones or
Implications
• Must be measurable (Safe – At-Risk)
55
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The A B C Model
Activators
Behavior
Consequences
(Antecedent)
• Activators (Antecedents) are things that come before
and trigger behavior.
• Behavior is simply an observable action, something we
can see someone do.
• Consequences come after and result from behavior.
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Behavior
Behavior
Exceeding the speed limit
Activator
Getting home earlier
Consequence
Positive (seeing family)
Soon (now)
Certain (if you do not get caught)
To adjust the behavior (chose 1):
A - do you introduce a police car patrol twice a month in the route?
B - do you make speed bumps in the road every 500 yards?
Consequences that are Soon, Certain & Positive are the most effective!
57
Enhanced BBS
Based on material from GE / Crompton / Chemtura
How does the ABC
Model fit with
‘The ADSI Master Model’?
58
Enhanced BBS
Based on material from GE / Crompton / Chemtura
A
Activator
B
C
Behavior Consequences
Invitation
The Perception Mechanism
Life Experiences
• How am I feeling?
• Personal Bias?
• Do I have something
to compare this to?
YES
NO
GOOD
BAD
LOW RISK
HIGH RISK
VALUABLE
NOT VALUABLE
NOT STRESSFUL
STRESSFUL
INCOMING
INFORMATION
OR
LIFE’S
EVENTS
X
Playing Poker
Thinking
or
Level of
Awareness
The Centers
The Centers
Intellectual
Emotional
Moving
+
-
5 Unitive
4 Creative
3 Conscious
2 Sensitive
1 Automatic
0 True Sleep
Play Poker
Actions
Values
Behaviors
Beliefs
We win
$200
Instinctive
59
Enhanced BBS
Based on material from GE / Crompton / Chemtura
SAFE START
These four states…
- Rushing
- Frustration
- Fatigue
- Complacency
can cause or contribute to these critical errors…
- Eyes Not on Task
- Mind Not on Task
- Line of Fire
- Balance/Traction/Grip
…which increase the risk of an injury/incident!
SAFETY
THROUGH
OBSERVING
PERFORMANCE
PAUSE
&
POSITIVE
ATTITIUDES
UNDERLIE
SAFETY
EXCELLENCE
60
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tools to
change
behavior
61
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The Three Powerful Tools to
change behavior:
#1 A Pre-Task Self Analysis
#2 The Mini-Investigation Model
#3 Observation and Feedback
62
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Pre Task Self
Analysis Tool
63
Enhanced BBS
Based on material from GE / Crompton / Chemtura
#1 Pre Task Self Analysis Tool
Create your own Pre Task Self Analysis before a task begins.
Some of the factors that might cause:
Remember this?
Production
pressure
Health
Thinking
Human Error
On The Job
Outside
Distracters
Stress
Preoccupied
Fatigue
Problems at
home
Take these “traps” you listed and create a self
observation instrument.
Trap
1._______________
2._______________
3._______________
4._______________
5._______________
6._______________
64
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #1: Pre Task Self Analysis Tool
Task 1:_______________________________________________________________
If an accident were going to happen here, how would it most likely happen?
______________________________________________________________________
Trap Awareness: (S) Safe (R) At Risk/ Need to be aware of (see back of form)
______Time Pressure / Pace
______Vague instructions
______Time of day
______Distraction / Interruption
______Peer pressure
______Multiple tasks
______Unusual conditions
______Overconfidence
______Stress
______Other______________
Task 2:_________________________Repeat______________________________________
65
Enhanced BBS
Based on material from GE / Crompton / Chemtura
MiniInvestigation
Model
66
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #2: Mini-Investigation Model
Exercise
ALL THE FACTORS THAT MAY HAVE CONTRIBUTED TO:
CONDITIONS
ACTIONS OR BEHAVIORS
100%
100%
0%
0%
100%
100%
0%
THIS EVENT
0%
100%
100%
0%
0%
100%
100%
0%
0%
67
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Observation
and Feedback
68
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #3: Observation and Feedback
Remember, when action and behaviors don’t match up with values,
people are either in automatic or experiencing strong impulses from
moving, emotional or instinctive center. The tool that will help keep
actions and behaviors in line with values is observation and feedback.
I n te lle c tu a l
E m o tio n a l
M o v in g
I n s tin c tiv e
or
L e v e ls o f
A w aren ess
M ore
A w ake
5
4
3
2
1
0
U n it iv e
C r e a t iv e
C o n s c io u s
S e n s it iv e
A u t o m a t ic
V it a l
R es ul ts
T h e C e n te r s
T h in k in g
Behaviors
Actions
B e lie fs
V a lu e s
L ife E x p e r ie n c e s
A ttitu d e s
© C o p y r ig h t A D S I 2 0 0 2
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #3: Observation and Feedback
Incidents are
just the tip of
the iceberg…..
Near Misses/Close
Calls and At-Risk
Behaviors are the
bottom, invisible
part of the iceberg!
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #3: Observation and Feedback
I n te lle c tu a l
E m o tio n a l
M o v in g
I n s tin c tiv e
or
L e v e ls o f
A w aren ess
M ore
A w ake
5
4
3
2
1
0
U n it iv e
C r e a t iv e
C o n s c io u s
S e n s it iv e
A u t o m a t ic
V it a l
R es ul ts
T h e C e n te r s
T h in k in g
Behaviors
Actions
B e lie fs
V a lu e s
L ife E x p e r ie n c e s
A ttitu d e s
© C o p y r ig h t A D S I 2 0 0 2
Observation and Feedback is the systematic way to measure
and change behavior upstream in the actions box before it
becomes an undesirable result.
71
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #3: Observation and Feedback
What Observation and Feedback is not:
• Judgmental
• Pointing at people
• Confrontational
• Looking for fault
• Disciplinary
72
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #3 Observation and Feedback
Why does observation and feedback work so well for improving safety?
1. It raises our level of awareness both during observation and after.
2. It provides positive feedback about our behavior in the actions box.
3. It keeps us in touch with other people and allows us to consider
together the best way to do a job.
4. It focuses on prevention and provides an up stream measure of safety.
5. It gets in touch with our belief system. (Does our behavior match to
our beliefs and values?)
6. Creates safe habits. (For when we do slip back into automatic)
7. Creates and atmosphere that someone cares about what we do and
how we do it.
73
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Tool #3: Observation and Feedback
The Behavior Observation Sheet
• A list of behaviors which have caused injuries in
the past or have the potential to cause injury in the
future.
• A method of proactively measuring workplace
safety performance before it becomes an OSHA
case rate statistic.
• An agreed upon list of techniques for safely
completing work.
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Enhanced BBS
Based on material from GE / Crompton / Chemtura
PAUSE
Comments: (Provide details about all At-Risk Items)
Behavioral Observation Checklist
Time:________
Observer:____________
Area: ____________
Task:_________________
1.0 Personal Protective Equipment
SAFE
AT-RISK
N/A
1.1 Hardhat
1.2 Eye / Face
1.3 Hearing
1.4 Job Specific Clothing
1.5 Job Specific Gloves
1.6 Appropriate Foot Wear
1.7 Respiratory Protection
1.8 Forearm Protection
1.9 Other
2.0 Action of Associate
Type Feedback that was received: Poor Fair
Good
2.1 Lifting, Bending, Twisting
2.2 Eyes on Path
2.3 Eyes on Task
2.4 Speed / Rate of Work
2.5 Pinch Point
2.6 Ascending / Descending
2.7 Hands in Danger Zone
2.8 Pushing / Pulling
2.9 Line of Fire
2.10 Other
Beliefs Values Life Experiences Attitudes
• How am I feeling?
INCOMING INFORMATION
• Personal Bias?
OR
YES
NO
GOOD
LOW RISK
BAD
HIGH RISK
VALUABLE
NOT STRESSFUL
NOT VALUABLE
STRESSFUL
LIFE’S EVENTS
or
Levels of
Awareness
The Centers
Intellectual
Emotional
Moving
Instinctive
3.0 Ergonomics
Thinking
More
Awake
5 Unitive
4 Creative
3 Conscious
2 Sensitive
1 Automatic
0 Vital
Behaviors
Actions
• Do I have something
to compare this to?
3.1 Awkward Body Position
3.2 Repetitive Motion
3.3 Static Posture
3.4 Other
PAUSE
Positive
Attitudes
Underlie
Safety
Excellence
75
Enhanced BBS
Based on material from GE / Crompton / Chemtura
How to Determine the Critical Behaviors That
Contributed to an Injury:
The Injury:
Employee cut open his right index finger when he caught it
between a cheater and a valve stem while opening a stuck valve.
The critical behaviors contributing to this injury:
* Using a cheater bar instead of a larger pipe wrench.
* Not paying attention to body position (placing a body part in the line of fire).
* Rushing.
* Not asking for help when help was needed.
* Others ?
76
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Splitting Attention: Two Dimensional Observations:
I. Human Activity Focused
Focuses attention on the critical behaviors listed on the checklist.
Provides a systematic method for sampling workplace safety before at risk
behavior becomes an accident.
II. Situation/Hazard Focused
The hazard focused part of the observation is where we attempt to become
familiar with the job surroundings and make a mental list of potential
hazards (“what if” scenarios). During the observation we can then determine
from their actions if those same hazards have been recognized and planned
for by the person doing the work.
It also provides an opportunity for the observer to see things that are
unusual, and those things normally taken for granted.
This can also provide new and valuable categories to the Observation Sheet.
77
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Role of the observer
• Key Player of the observation/feedback
process of the matter of preventing of
incidents
• Supplies reliable indications concerning
safe behavior on the work station
• Takes care of observations and feedback
• Emphasizes positive aspects during
observations
78
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Expectations of the observer
• Observe Openly
• Know and understand observation checklist
• Observation Techniques
Human Activity Focused - Situation/Hazard Focused
• Interaction skills
Feedback & Dialogue
• Recognize value of observation data
79
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Barriers for observation
• Too much familiarity with the work
• Too little familiarity with the work
• Too little knowledge of the definitions of
critical behaviors
• Behavior happens too quickly
80
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Feedback
Training
81
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Oral feedback
•
•
•
•
•
•
•
•
•
Give an overview of the observed (behavior)
First give the positive feedback
Discuss points of concern
Ask questions yourself and encourage others to do the same
Involve the employee in problem solving using the ADSI
Master Model
Try to match the behavior with the employee’s own beliefs
Ask for commitment for safe behavior
Stay with the observed behaviors, do not deviate
In case of many unsafe behaviors, only take the most
critical
82
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Oral feedback
• Give the feedback immediately after the observation
(soon)
• Give the feedback to the observed employees only
• Be honest and straight
• Be specific and restrict yourself to what you have
observed, facts
• Discuss - question - listen
• Confirm improvement
• Don’t argue (contributes nothing)
83
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Interaction Skills
• Plan What to Ask
• Ask about the Job
• Listen Actively to Responses
• Check Your Understanding
• Discuss Job Thoroughly
• Get Agreement to Work Safely
• Close the Discussion
84
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Behavior Observation Guidelines
1. Emphasize Safe Behavior
2. Discuss Area of Concern
3. Ask Questions, Invite Questions
4. Engage in Problem Solving
5. Remove Barriers
85
Enhanced BBS
Based on material from GE / Crompton / Chemtura
A
Activator
B
C
Behavior Consequences
Invitation
The Perception Mechanism
Life Experiences
• How am I feeling?
• Personal Bias?
• Do I have something
to compare this to?
YES
NO
GOOD
BAD
LOW RISK
HIGH RISK
VALUABLE
NOT VALUABLE
NOT STRESSFUL
STRESSFUL
INCOMING
INFORMATION
OR
LIFE’S
EVENTS
X
Playing Poker
Thinking
or
Level of
Awareness
The Centers
The Centers
Intellectual
Emotional
Moving
+
-
5 Unitive
4 Creative
3 Conscious
2 Sensitive
1 Automatic
0 True Sleep
Play Poker
Actions
Values
Behaviors
Beliefs
We win
$200
Instinctive
86
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Wrap up
87
Wrap Up
Observation and Feedback is the systematic way to
measure behavior upstream in the actions box
before it becomes a result.
I n te lle c tu a l
E m o tio n a l
M o v in g
I n s tin c tiv e
or
L e v e ls o f
A w aren ess
M ore
A w ake
5
4
3
2
1
0
U n it iv e
C r e a t iv e
C o n s c io u s
S e n s it iv e
A u t o m a t ic
V it a l
Re su lts
T h e C e n te r s
T h in k in g
Behaviors
Actions
B e lie fs
V a lu e s
L ife E x p e r ie n c e s
A ttitu d e s
© C o p y r ig h t A D S I 2 0 0 2
By giving direct feedback and gathering information
the observation process is a key element in the
continuous safety improvement cycle.
Wrap Up
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Why does observation and feedback work so well for improving safety?
1. It raises our level of awareness both during observation and after.
2. It provides positive feedback about our behavior in the actions box.
3. It keeps us in touch with other people and allows us to consider
together the best way to do a job.
4. It focuses on prevention and provides an up stream measure of safety.
5. It gets in touch with our belief system. (Does our behavior match to
our beliefs and values?)
6. Creates safe habits.
7. Creates and atmosphere that someone cares about what we do and
how we do it.
89
Enhanced BBS
Based on material from GE / Crompton / Chemtura
Next Steps
• Reorganize & Train Steering Committee
• Update PAUSE online system.
• Review Leadership Observations
• Develop Training Schedule for Site
• Define Roles & Communicate Expectations
• Train Site
• Begin observations
• Monitor Progress
• Achieve Safety Excellence!
90
Enhanced BBS
Based on material from GE / Crompton / Chemtura
The End
At-Risk Behavior? What would be your feedback?
91