How to Develop an
Actively-Caring Culture:
Cultivating courage, compassion, and self-motivation
E. Scott Geller, Ph.D.
Alumni Distinguished Professor, Virginia Tech
Senior Partner, Safety Performance Solutions
Charlotte Safety School
April 9, 2010
Charlotte, North Carolina
610 N. Main Street
Suite 228
Blacksburg, VA 24060
Phone: (540) 951-7233
Fax: (540) 951-0723
safety@safetyperformance.com
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E Scott Geller
E. Scott Geller, Ph.D. is a Senior Partner of Safety Performance Solutions, Inc. – a leadingedge organization specializing in people-based safety training and consulting. Dr. Geller
and his partners at Safety Performance Solutions (SPS) have helped companies across the
country and around the world address the human dynamics of occupational safety through
flexible research-founded principles and industry-proven tools. In addition, for four
decades, Professor E. Scott Geller has taught and conducted research as a faculty member
in the Department of Psychology at Virginia Polytechnic Institute and State University,
better known as Virginia Tech. In this capacity, he has authored more than 350 research
articles and over 75 books or chapters addressing the development and evaluation of
behavior-change interventions to improve quality of life.
His recent books in occupational health and safety include: The Psychology of Safety; Working Safe; Understanding
Behavior-Based Safety; Building Successful Safety Teams; Beyond Safety Accountability: How to Increase Personal
Responsibility; The Psychology of Safety Handbook; Keys to Behavior-Based Safety from Safety Performance Solutions;
The Participation Factor; People-Based Safety: The Source; and People-Based Patient Safety: Enriching your culture to
prevent medical error; coauthored by Dave Johnson. His latest book is entitled Leading People-Based Safety: Enriching
your culture, and was recently published by Coastal Training Technologies Corporation.
Dr. Geller is a Fellow of the American Psychological Association, the American Psychological Society, and the World
Academy of Productivity and Quality Sciences. He is past Editor of the Journal of Applied Behavior Analysis (19891992), current Associate Editor of Environment and Behavior (since 1982), and current Consulting Editor for Behavior
and Social Issues, the Behavior Analyst Digest, and the Journal of Organizational Behavior Management.
Dr. Geller has written more than 100 articles for Industrial Safety and Hygiene News, a trade magazine disseminated to
more than 75,000 companies. He has collaborated with Tel-A-Train Inc. and J.J. Keller and Associates in the development
of various training series, which include videotapes, workbooks, and facilitators’ guides. For these innovative and creative
works, beginning with a 1995 nationally renowned seminar series -- Actively Caring for Safety--the Society for the
Advancement of Behavior Analysis honored Dr. Geller with an award for Effective Presentation of Behavior Analysis in
the Mass Media.
Dr. Geller and his colleagues at SPS have worked with numerous organizations, both public and private, to tailor training
and implementation efforts related to the psychology of safety. Past customers include both small and large organizations
representing manufacturing, chemical processing, transportation, and service industries, including: Allied Signal,
American Standard, ARCO Chemical, AT&T, Bayer, Bechtel, BF Goodrich, BHP Cooper, Cargill, Coca-Cola, Champion
International, Chevron, Corning, ExxonMobil, Eli Lilly, Ford, General Motors, Georgia-Pacific, Hercules, HewlettPackard, Koch Refining, Leprino Foods, Lockheed, Lucent Technologies, Monsanto, Pacificorp, Power Bar, Rohm and
Haas, Solutia, Textron, 3M, Toyota, Union Pacific Railroad, Wal-Mart, Westinghouse, Westvaco, and Weyerhaeuser.
Dr. Geller has been the Principal Investigator for more than 75 research grants involving the application of behavioral
science for the benefit of corporations, institutions, government agencies, or communities in general. Both government
agencies and corporations have funded his research including: the National Science Foundation; the National Institute for
Occupational Safety and Health; the U.S. Department of Health, Education, and Welfare; the U.S. Department of Energy;
the U.S. Department of Transportation; the National Highway Traffic Safety Administration; the National Institute on
Alcohol Abuse and Alcoholism; the Centers for Disease Control and Prevention; General Motors Research Laboratories;
the Alcoholic Beverage Medical Research Foundation; and the Virginia Departments of Energy, Transportation, Litter
Control, Agriculture and Commerce, and Welfare and Institutions.
Scott Geller’s dedication, talent, and energy have helped him earn a teaching award in 1982 from the American
Psychological Association and every university teaching award offered at Virginia Tech. Moreover, in 2001 Virginia Tech
awarded Dr. Geller the University Alumni Award for Excellence in Research. In 2002, the University honored him with
the Alumni Outreach Award for his exemplary real-world applications of behavioral science, and in 2003 he received the
University Alumni Award for Graduate Student Advising. In 2005, he was awarded the statewide Virginia Outstanding
Faculty Award by the State Council of Higher Education, and Virginia Tech conferred the title of Alumni Distinguished
Professor on him.
And, in 2009 the American Psychological Foundation awarded E. Scott Geller the prestigious Gold Medal Award of
Lifetime Achievement by a Psychologist in the Public Interest.
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E Scott Geller
An Actively-Caring Culture
Can Be Cultivated.
Raising Awareness:
 “Actively-Caring for People” Wristbands

www.activelycaring4people.org Website
Holding People Accountable:
 The “Actively-Caring Thank-You Card”

The Actively-Caring Accountability
Chart
Increasing Self-Accountability:
 Enhance Relevant Person States
 Manipulating Perceived Equity

Facilitate Self-Directed Behavior
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E. Scott Geller
Person States Affect Actively Caring.
Self-Efficacy
“I can do it”
Personal Control
Optimism
“I am in control”
“I expect the best”
Actively
Caring
Self-Esteem
Belongingness
“I care about myself”
“I care about my
team”
Consider the following questions:
1. What has happened recently that influenced
one or more of these person states for you?
2. What could be done at work to benefit one or
more of these person states for you?
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E. Scott Geller
The Actively Caring® Culture
Promotes Interdependency.
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E. Scott Geller
Degree of Courage Needed
Varies with Belongingness.
adapted from Geller & Veazie (2009)
Question:
How can belongingness be increased in your
work culture?
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E. Scott Geller
Person States Can Be Assessed.
This is a questionnaire about your beliefs and feelings. Read each statement, then circle the
number that best describes your current feelings. There are no "right" or "wrong" answers; this
questionnaire only asks about your personal opinions. (These are sample questions from a
comprehensive Safety Climate Survey.)
Highly
Disagree
Disagree
Not
Sure
Agree
Highly
Agree
1) I feel I have a number of good qualities.
1
2
3
4
5
2) Most people I know can do a better job than I can.
1
2
3
4
5
3) On the whole, I am satisfied with myself.
1
2
3
4
5
4) I feel I don't have much to be proud of.
1
2
3
4
5
5) When I make plans, I am certain I can make them work.
1
2
3
4
5
6) I give up on things before completing them.
1
2
3
4
5
7) I avoid challenges.
1
2
3
4
5
8) Failure just makes me try harder.
1
2
3
4
5
9) People who never get injured are just plain lucky.
1
2
3
4
5
10) People's injuries result from their own carelessness.
1
2
3
4
5
11) I am directly responsible for my own safety.
1
2
3
4
5
12) Wishing can make good things happen.
1
2
3
4
5
13) I hardly ever expect things to go my way.
1
2
3
4
5
14) If anything can go wrong for me, it probably will.
1
2
3
4
5
15) I always look on the bright side of things.
1
2
3
4
5
16) I firmly believe that every cloud has a silver lining.
1
2
3
4
5
17) My work group is very close.
1
2
3
4
5
18) I distrust the other workers in my department.
1
2
3
4
5
19) I feel like I really belong to my work group.
1
2
3
4
5
20) I don't understand my coworkers.
1
2
3
4
5
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E. Scott Geller
Person States Can Be Assessed.
Scoring Procedures for the Actively Caring™ Items
Self-Esteem (items 1-4) = feelings of self worth and value
(I am valuable). Actual scale = 16 items
(a) Add numbers for items 1 & 3.
Total 1=
(b) Add numbers for items 2 & 4 and subtract from 12.
Total 2=
Self-Efficacy (items 5-8) = general levels of belief in one's competence
(I can do it). Actual Scale = 23 items
(a) Add numbers for items 5 & 8.
Total 1=
(b) Add numbers for items 6 & 7 and subtract from 12.
Total 2=
Personal Control (items 9-12) = the extent that a person believes he or she is
personally responsible for his/her life situation
(I am in control). Actual scale = 25 items
Total 1=
(a) Add numbers for items 10 & 11.
(b) Add numbers for items 9 & 12 and subtract from 12.
Total 2=
Optimism (items 13-16) = the extent to which a person expects the best will happen
for him/her (I expect the best).
Actual scale = 8 items
Total 1=
(a) Add numbers for items 15 & 16.
Total 2=
(b) Add numbers for items 13 & 14 and subtract from 12.
Belongingness (items 17-20) = the perception of group cohesiveness or feelings of
belonging (I belong to a team).
Actual scale = 20 items
Total 1=
(a) Add numbers for items 17 & 19.
(b) Add numbers for items 18 & 20 and subtract from 12.
ACTIVELY CARING TM SCORE = Sum of Self-Esteem, Self-Efficacy, Optimism,
Personal Control, and Belonging Totals.
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Total 2=
Total Score =
E. Scott Geller
Perception of Fairness Affects Motivation.
Are the input/output ratios balanced?
Is it fair?
Am I satisfied?
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E. Scott Geller
Inequity Can Motivate or Demotivate.
Actively caring can reduce guilt.
Can one’s perceived output be
increased?
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E. Scott Geller
People’s Equity Ratio Preferences Vary.
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E. Scott Geller
What is Your Equity Ratio Preference?
Divide 10 points between the two alternatives below to indicate your personal
orientation.
IN ANY ORGANIZATION I MIGHT WORK FOR:
1. It would be more important for me to:
A. Get from the organization
B. Give to the organization
2. It would be more important for me to:
A. Help others
B. Watch out for my own good
3. I would be more concerned about:
A. What I received from the organization
B. What I contributed to the organization
4. The hard work I would do should:
A. Benefit the organization
B. Benefit me
5. My personal philosophy in dealing with the organization would be:
A. If I don’t look out for myself, nobody else will
B. It’s better for me to give than to receive
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E. Scott Geller
When Are People Self-Directed?
 A Self-Determinism Approach
Adapted from Deci & Ryan (1985)
 An Empowerment Approach
Adapted from Bandura (1992)
 A Values Approach to Self-Direction
Adapted from Geller & Veazie (2010)
When do values and behaviors match?
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E. Scott Geller
Actively Caring Requires Self-Direction.
1. People are Self-Directed When They are
Self-Accountable.
2. The More Outside Control,
the Less Self-Accountability.
3. The More Obvious the External Control,
the Less the Self-Accountability.
4. Mild Threats Influence More
Self- Accountability.
5. Large Incentives Can Hinder
Self- Accountability.
6. Perceived Choice Enhances
Self- Accountability.
7. Perceived Choice is Greater
When Working to Achieve Success than
When Working to Avoid Failure.
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E. Scott Geller
When Values Match Behavior
People Are Self-Directed.
Personal
Behaviors
Personal
Values
Self-Directed
Behavior
Cultural
Values
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Behavior
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E. Scott Geller
C-Words Determine Safety Success.
 Compliance—Traditional Safety
 Communication
 Candor
Trust
Building
 Consistency
 Consensus
 Competence
 Commitment
Situational
Leadership
 Courage
 Compassion
People-Based
Safety
 Caring
 Culture
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E. Scott Geller
About Safety Performance Solutions (SPS)
With co-founder and senior partner E. Scott Geller, the worlds’ leading authority in the psychology of safety, and a team of professionals from
the fields of industrial/organizational psychology, human factors engineering and ergonomics, and organizational design and development, SPS
helps organizations manage the complexity of human behavior to achieve a Total Safety Culture.
Safety Culture Assessment
The SPS Safety Culture Assessment has 4 components:
1. Safety Culture Survey
To gain insight into the current safety culture as well as to track changes over time, the Safety Culture Survey measures employee
perceptions about a variety of health and safety related issues. We also conduct structured interviews with representative employees to
further explore the current safety culture.
2. Safety Management Systems Assessment (Maturity Paths)
The Safety Management Systems Assessment examines up to 10 different safety management systems, including:
- Leaders’ commitment to safety - Discipline
- Reward & Recognition
- Behavior Based Safety (BBS)
- Safety communication - Audits/inspections
- Incident Reporting/Investigations - Policies/procedures
- Safety Committees
- Employee involvement/Accountability
SPS facilitates cross-organizational teams in completing this review. Resulting data is used to highlight current system strengths and refine
system weaknesses.
3. Structured Interviews
Small group interviews are conducted with a representative sample of employees at all levels of the organization to gain additional details not
provided in either the survey or the management systems assessment. In effect, the two tools described above reveal ‘how’ employees feel,
and interview data helps explain ‘why.’ Questions consist of a standard set applicable to all organizations as well as a custom set derived
from concerns raised in the survey and management systems assessment.
4. LEADS: 360 Degree Feedback on Leaders’ Behavior for Safety
This includes information on the LEADS assessment which is a comprehensive analysis tool to evaluate leadership behavior as it relates to
optimizing safety culture and performance. This 360 degree feedback instrument highlights leaders’ behavioral strengths, pinpoints leaders’
performance weaknesses, targets coaching/developmental opportunities, increases self-awareness of leaders’ performance, aligns leadership
performance with organizational objectives, and details and prioritizes improvement opportunities.
Behavior (People) Based Safety
Behavior-Based Safety Training and Consulting
We’ll provide as much or as little assistance as needed to help you design and implement a behavior-based observation and feedback process,
train your employees or prepare your staff to train, and evaluate and guide the process as it matures.
RADAR: Data Management Software and User Workshop
This internet-based data tracking system will help you optimize the use of your company’s behavioral observation data. Simple, customized
graphing and reporting functions allow you to compare and share observation data across all levels of the organization (corporate, site,
department, workgroup, etc.) by any demographic category (job position, shift, department, etc).
Assess and Revitalize Your Existing Process
We offer assessments, refresher training, and other customized services to revitalize your new or mature observation and feedback process –
regardless of whether SPS assisted with your initial implementation.
Leadership Development
Executive and Senior Leadership
Creating a high performance culture requires a common vision and effort from everyone. SPS helps address leadership’s role in changing,
supporting, and maintaining a positive culture as a part of their daily operations. We help define the critical leadership behaviors (roles and
responsibilities) needed to achieve safety excellence and help leaders develop the skills needed to excel at those responsibilities.
Supervisor Leadership
The front line supervisor is key to successful safety performance. SPS helps provide supervisors the “people skills” needed to successfully
contribute to the vision of a Total Safety Culture. We help define the specific behaviors needed from supervisors, help them develop the
skills needed to excel at those responsibilities, and introduce accountability processes to support their performance. Areas of focus often
include coaching/mentoring skills, communication skills, and the influence of management practices and systems on safety performance.
Developing Personal Responsibility
Developing Personal Responsibility in Ourselves and Others
All people need to take personal responsibility for safety to reduce the probability of injuries and to optimize the safety culture. This
workshop will detail guidelines to help increase our own personal responsibility and leadership skills to help develop personal responsibility
in others.
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E. Scott Geller
Ergonomics
Ergonomics Process Development
An observation and feedback process can be a useful tool to help control ergonomic risks, serving as both an assessment and hazard
reduction tool. We can customize a new or existing observation system to be an integral part of a comprehensive ergonomics program.
Ergonomics Issues for Operations and Maintenance Personnel
We offer stand-alone workshops for operations and maintenance employees to understand, identify, and correct ergonomic hazards.
Ergonomics Issues for Office Personnel
We offer stand-alone workshops for office employees to understand, identify, and correct ergonomic hazards.
Incident Analysis
Behavior-Based Incident Analysis Workshop
Effective incident analysis processes should enable participants to discover the true root causes of incidents involving human behavior while
fostering a “fact finding” rather than “fault finding” atmosphere. Through the application of behavior- and person-based psychology
principles, SPS can help refine your incident analysis process and prepare personnel to lead truly effective incident analyses.
Hazard Recognition and Human Error Reduction
Hazard Recognition Workshop
The hazards most likely to cause harm are not necessarily the ones that get noticed. Likewise, things leaders say and do can influence
appropriate emotional and behavioral responses to hazards. This workshop provides methods for increasing accurate risk perception,
maximizing on the job hazard recognition, and reducing on the job errors.
Designing Jobs to Encourage Mindfulness and Reduce Error
Operating on automatic pilot regardless of the situation can lead to errors, property damage and injury. This workshop focuses on the
structure or design of jobs and tasks that influence mindfulness and error reduction.
Off-the-Job Safety Culture Survey
This 50-item survey is designed to measure employees’ beliefs, attitudes, and practices regarding off-the-job safety. Organizations are
increasingly concerned with employee fatalities and injuries occurring away from work. In many cases, employees fail to “take home”
optimal safe work practices which may lead to off-the-job injuries and fatalities. Specific survey categories include: Safety Values and
Awareness, Home Safety Hazard Recognition and Response, Desired Off-the-Job Safety Emphasis, Vehicle Safety, Safety Communication
with Family/Friends.
Annual User’s Conference
Our annual conference is designed to bring organizations together to network and discuss successes and lessons learned on the journey to
achieve a Total Safety Culture.
Sample of SPS Clients
3M  Advanced Elastomer Systems  AgipKCO  Albany International  Alcan  Amcor Sunclipse  ARCO Pipeline  Astaris  Aveda  Baxter  Bayer  BD
Biosciences  Bechtel  BF Goodrich  BHP Billiton Borden Chemical  Bostik  Bowater  Bristol-Myers Squibb  Cargill Grain Cargill Steel (North Star Steel) 
Caterpillar  Chevron Products  Coca-Cola  Colorado Department of Human Services Computer Science Corporation  Conectiv Energy  Conoco-Philips  Corhart
Refractories (Saint-Gobain)  Corning  Corning Cable Systems  Cytec Engineered Materials Dow  Duracell  ESCO  East Jordan Iron Works  Ecolab  Eli Lilly
 Ensign Drilling (Caza Drilling) Estee Lauder  Exxon Coal and Minerals  ExxonMobil Chemical  Forrester Construction  Florida Power & Light  FMC 
Freudenberg  Frito Lay  General Dynamics (National Steel & Shipbuilding)  Great Northern Paper  Hercules  Hewlett-Packard  Hoechst Celanese 
Hollingsworth & Vose  Honeywell (Allied Signal)  HMT  Idaho National Lab  Imperial Oil  Infineum  JEA  Johnson & Johnson  Johnson Controls  Pine
Bend Resources (Koch Refining)  Kennecott  Kiewit Corporation Kimberly Clark  Kraft Foods  Kumba Resources (ISCOR)  L.L. Bean  Land O’Lakes  Leprino
Foods  Lewis Tree  Lockheed  Los Alamos National Labs Lubrizol  Lucent Technologies  Luminant  Lyondell Chemical (ARCO Chemical) Lyondell Basell 
Merck  Mirant  Monsanto  Morflex  Nabors Well Services  National Grid (Niagara
Mohawk)  National Park Services  Noble Metals  Norpac  North Dakota Gasification Co.

Noveon  Ondeo-Nalco  Otis Elevator  PacifiCorp Panhandle Energy  Parsons 
Pennsylvania Power & Light  Pfizer Pharmaceuticals  Pharmacia/Upjohn  Pike Electric 
Pratt & Whitney  Rayonier  Rhone-Poulenc  Rio Tinto  Rohm & Haas S&ME  SRPSalt River Project  Searle  Sentry  Shell Lubricants  Singapore Technologies  Skanska 
Solutia  Sonopress  Southern Fineblanking  Square D  St. Marks Powder  Sunoco
Chemicals  Sweet Ovations  TRW  Terumo Cardiovascular Systems  TIC – The Industrial
Company  Tesoro  The Trans Group  Titan America  Transocean  Traylor Brothers
Toyota Motor Manufacturing  Trane  Turkey Hill Dairy  TVA  Union Pacific Railroad 
UOP  Valero Energy  Virginia Power  Walsh Construction  Warner Lambert  Wausau
Paper  Westinghouse  Westvaco Chemical  Weyerhaeuser  Wisconsin Electric  Wyeth
Pharmaceuticals
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E. Scott Geller
People-Based Safety Products

Books by E. Scott Geller, Ph.D.
The Courage Factor: Leading People-Based™ Culture Change (2009)
An Actively-Caring Vision
This book can help organizations cultivate a culture of people going beyond the call of duty for the health,
safety, and welfare of themselves and others. We call such discretionary behavior “actively caring.” Most
people care, but too few act on their caring. As you follow our narrative and develop profound understanding of the psychology of leadership
and actively caring, you’ll discover personal power and potential. This story defines actively caring as showing compassionate courage on
behalf of the safety and/or welfare of others. Our story brings these concepts to life and illustrates practical ways to increase actively caring
throughout a culture. ($19.95)
Leading with People-Based Safety: Enriching Your Culture (2008)
This is for everyone, according to the author, E. Scott Geller, Ph.D. It includes principles and procedures the reader can apply beyond safety
to build trust and caring to improve the overall quality of conversations, relationships, coaching and risk perceptions in the workplace. This
book extends and refines the content in People-Based Safety: The Source in order to offer advice for leadership and provides an expanded
discussion of personality. ($29.95)
People-Based Patient Safety: Enriching Your Culture to Prevent Medical Error (2007)
This easy-to-read, practical guide filled with ideas and case studies explains how to apply ACTS – the specific skills that raise staff
awareness about working safely and avoiding errors. The four skills – Acting, Coaching, Thinking and Seeing, reshape employee attitudes
and actions and put them in control of their environment. By mastering these skills, employees perform their jobs with astute care and
develop the ability to assess risks, identify perceptual blinders, hone observation skills and improve communications and coaching. ($49.95)
People-Based Safety: The Source (2005)
This groundbreaking book is based on articles published in Industrial Safety and Hygiene News. It clearly explains the need to address
person-based factors to improve workplace safety by focusing on the thoughts and attitudes that can influence safe behavior. Dr. Geller
draws on his extensive research to discuss the psychology of safety and the four key skills that promote safety – Acting, Coaching, Thinking
and Seeing (ACTS). The book is both a psychological study of worker safety and a helpful guide for safety trainers to use to teach PeopleBased Safety to their employees. ($49.95)
The Psychology of Safety Handbook (2001)
This 530-page hardcover book teaches principles and practical procedures for improving safety-related behaviors, and illustrates how to
increase people’s willingness to use these techniques to create a Total Safety Culture. It shows how to improve safety performance by
addressing both human behavior and attitude, and contains more than 200 original illustrations that bring the information to life. ($129.95)
Working Safe: How to help people actively care for health and safety (2001)
This user-friendly book introduces readers to the basic principles and procedures needed to reach new levels of safety excellence. This 300page softcover book omits the references to supportive research in The Psychology of Safety Handbook. At $51.95, it can be distributed
throughout a workforce to initiate large-scale employee involvement in the Actively CaringTM for Safety process.
Keys to Behavior-Based Safety (2001)
This 430-page hardcover book is a collection of writings from Scott Geller's regular column in Industrial Safety and Hygiene News, from his
associates at Safety Performance Solutions, and from the American Society of Safety Engineers' annual conferences. Organized into seven
chapters, these writings examine real-world examples of successful behavior-based safety programs. The authors explain the theory and
practice behind those successful implementations and include practical guidelines for creating a Total Safety Culture. ($85.00)
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E. Scott Geller
Beyond Safety Accountability (2001)
Written in an easy-to-read conversational tone, this softcover book explains how to develop an organizational culture that encourages people
to be accountable for their work practices and to embrace a higher sense of personal responsibility. Dozens of easy-to-reference checklists,
assessment tools, diagrams, definitions, and cartoons help readers understand the principles and procedures. ($79.95)
Building Successful Safety Teams (2001)
Based on the principles of behavior-based safety, this softcover book shows readers how to empower employees to implement a team-based
approach to developing and sustaining a world-class safety process. Dozens of easy-to-reference checklists, assessment tools, diagrams,
definitions, and cartoons help readers understand the principles and procedures. ($79.95)
The Participation Factor: How to get more people involved in occupational safety (2002)
This softcover book shows you how to get more people involved in safety-related activities. Its spirited writing style, original cartoons,
anecdotes, and research findings teach basic principles and practical procedures. ($49.95)
 Lesson Plans
TSC Safety Meeting Lesson Plans (1998)
This CD provides all the necessary materials to deliver 15 short safety-meeting topics to refresh and reinforce the principles and tools of a
Total Safety Culture. ($600)
 Education/Training Kits by E. Scott Geller, Ph.D.
Actively Caring for Safety (1994)
Each module in this four-module series includes a videotape, facilitator guide and participant workbook to teach key principles for achieving
a Total Safety Culture. The series consists of Motivating Safe Behavior, Implementing Behavior-Based Safety, Coaching Safe Behavior, and
Making Safety Incentives Work. Modules may be purchased separately. (Four-module series: $1795) (Single modules, including facilitator
guide and participant workbook: ($495)
Online Services
RADAR Data Management (2001)
Once again, Safety Performance Solutions leads the field in customizable safety products and services. RADAR, our internet-based
observation data tracking system helps your company optimize its observation process by letting you track participation results. Analysis of
this observation data will help you design effective interventions to improve safety. Simple, customized graphing functions let you share
results with employees at all levels of the organization. ($5,000 for clients, $7,000 for nonclients plus an annual maintenance fee.) We teach
key people how to set up their site, create checklists and run reports using an on-site workshop. ($2950)
BOLT Online Training (2001)
Three courses are available:

Introduction to BBS: An overview ideal for contractors, visitors, an annual refresher, or those looking for an introduction to
behavior-based safety. (Starting at $25 per student.)

BBS Workshop: Comprehensive training for the entire workforce. (Starting at $150 per student.)

Leader’s BBS Workshop: Identifies Leaders’ roles in supporting an observation process and in applying BBS principles to
other safety management systems. ($150 per student)
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E. Scott Geller