SAfety Behaviours
REcognition
©2002 TLPL
Improving Safety Performance
by Engaging People Through
Behavioural Observation and
Feedback
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
•
•
•
•
•
•
•
•
ABC Analysis – A Tool for Understanding
What Controls Behaviour
Antecedents or Consequences
3 factors that affect consequences
Soon Certain Positive
Antecedents are Triggers
Which Consequence will Win
Feedback & Positive Reinforcement through Praise
Systematic
Observation
What Is It ?
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
The systematic observation of employee
behaviour in the workplace followed by
discussion and feedback ( both positive and
negative) with the aim of engaging them in
loss reduction (including accidents) and
workplace improvement
Aims
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
•
•
•
•
Stop accidents and occupational ill health
Reduce waste
Encourage workplace improvement
Engage our people by contact with managers
(“felt leadership”)
• Increase awareness of appropriate behaviour
• Communicate standards
Systematic
Observation
Why?
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Contacts - if all our people get 4 contacts
per year (preferably positive) then they are
likely to modify their behaviour
• Awareness - it is not possible to provide a
procedure for every conceivable situation that
can occur in the workplace so we must
increase the awareness of appropriate actions
and behaviour within our people
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Video Role Play 1
A “Strong” Workplace
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
•
•
•
•
•
High customer satisfaction
High productivity
High service quality
Low labour turnover
Engaged employees
“The 6 Questions” That Measure a
Strong Workplace
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
1.
2.
3.
4.
Do I know what is expected of me?
Do I have the materials and equipment to do my work right?
Do I have the opportunity to do what I do best every day?
In the last 7 days have I received recognition or praise for
good work?
5. Does my supervisor seem to care about me as a person?
6. Is there someone at work who encourages my development?
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
The Theory
THE LOSS TRIANGLE
Major losses
Minor losses
Property damage incidents
Near misses
Incorrect behaviours
Lack of management control
©2002 TLPL
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
What Is Behaviour?
Behaviour is an
observable act
Systematic
Observation
Behaviour Is the Tip of the
Iceberg
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
behaviours
ABC Analysis
Observation &
Feedback
attitudes
beliefs
values
©2002 TLPL
Systematic
Observation
What Influences Behaviour?
Strong
Workplace
Behaviour
Attitude &
Culture
BEHAVIOUR
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
ATTITUDES
(Internal guide)
ORGANISATIONAL
CULTURE
(External Guide)
Systematic
Observation
Behaviour Influences Attitude
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ATTITUDES
ABC Analysis
Observation &
Feedback
BEHAVIOUR
©2002 TLPL
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
PULL V PUSH
Approach to Learning
“People Know More Than You Think”
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
Push knowledge in
(child learning)
©2002 TLPL
Pull knowledge out
(adult learning)
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Questioning Exercise
Systematic
Observation
Knowledge Is Linked by Hooks
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Use questioning to hook the information out
of people
• Use open not closed questions
• Effect of “questioning” v “tell” style
A-B-C Analysis
Systematic
Observation
A Tool for Understanding Why People Do the
Things They Do
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
Antecedent
anything which precedes and sets the stage for
behaviour
ABC Analysis
Observation &
Feedback
Behaviour
an observable act
Consequences
anything which directly follows from behaviour
©2002 TLPL
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
What Controls Behaviour?
Antecedents like the ringing of
the telephone come before
and prompt behaviour
Consequences like talking to the
person who is on the phone
come after the behaviours
Does the behaviour happen
because of the antecedent or
does it happen because of
the consequence
Antecedents or Consequences?
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Both antecedents and
consequences influence
behaviour
• But they do so very
differently
• Consequences influence
behaviour powerfully and
directly and
• Antecedents influence
behaviour indirectly, to the
extent that they accurately
predict consequences
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
3 Factors That Affect
Consequences
• Timing - A consequence that follows soon after a
behaviour influences a behaviour more effectively than a
consequence that occurs later (sooner = strongest, later =
weakest)
• Consistency - a consequence that is certain to follow a
behaviour influences a behaviour more powerfully than an
unpredictable or uncertain consequence (certain = strongest,
uncertain = weakest)
• Significance - a positive consequence influences
behaviour more powerfully than a negative consequence
( positive = strongest, negative = weakest )
©2002 TLPL
Systematic
Observation
SOON - CERTAIN - POSITIVE
THE STRONGEST CONSEQUENCE
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
• The consequences which have the most power to
influence behaviour are those which are
simultaneously soon, certain, and positive
ABC Analysis
Observation &
Feedback
• By contrast the weakest consequences are those
which are late,uncertain ,and negative
• Most situations have a range of possible
consequences and a mixture of these three
characteristics
©2002 TLPL
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Antecedents - the “Triggers” of
Behaviour
A
B
Health warnings Smoking
Health education
Personal
experience
Observation &
Feedback
Speed signs
Driver training
Police presence
Fines
Peer pressure
Rushing
©2002 TLPL
Driving too fast
C
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Analysis of Consequences
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
Analysis of Consequences
B
C
Driving Accident
too fast
Caught for
speeding
Timing
Consistency
Sig.
Soon (+) Uncertain (-) Negative (-)
Peer
approval
Feel good
Saves time
©2002 TLPL
Soon (+) Certain (+)
Positive (+)
Which Consequences Will Win?
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Those that are soon, certain and
positive
Systematic
Observation
How to Reduce Inappropriate
Behaviour
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Eliminate the antecedents that trigger the
behaviour
• Eliminate positive consequences
Systematic
Observation
How to Increase Appropriate
Behaviour
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Improve antecedents
• Improve consequences
- Feedback is a consequence
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
Develop an Inventory of
Critical Behaviours
• Generic behaviours • Site specific behaviours
- Waste of overproduction
- Position of body
- Waste of waiting
- 3 point contact
- Waste of transporting
- Housekeeping
- Waste from excess
- Use of tools
processing
- PPE
- Waste from excess stock
- Waste from handling
- Procedures
- Looking up and down - Waste from defects
- Wasted energy
- Line of fire
- Wasted materials
©2002 TLPL
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
One Powerful Way of
Influencing Behaviour Is
Feedback
• Feedback is information about performance in
relation to a goal
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Feedback is a consequence
Feedback Can…..
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
•
•
•
•
Communicate standards
Help shift risk perception
Increase self observation
Provide accurate information on
performance
• Strengthen organisational culture
• Engage our people
• Uncover hidden barriers
Systematic
Observation
Competency Model
Strong
Workplace
Unconscious
Conscious
Incompetence
1
2
Competence
4
3
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Summary of the “Psychology”
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Behaviour tends to be controlled by
consequence
• People tend to do things which favour an
immediate certain gain over later uncertain loss
• Reinforce desired response until desired
behaviour is established
• Establish a pattern of reinforcement to
maintain desired response (contact schedule)
Systematic
Observation
Approach
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Understand basic concepts
• Observation skills
• Feedback skills
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Observation Skills
• Seeing behaviour versus conditions
• Familiarity with critical behaviours
• “Catch the evaporative act”
Feedback Skills
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
•
•
•
•
•
•
•
Ask open questions
Listen for promising leads
Explore contradictions
Elicit details
Notice changes of subject
Check for understanding
Develop your own key steps
checklist
• Don’t forget to praise
Observation and Feedback :
Key Steps
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
•
•
•
•
•
•
•
Observe an individual
Introduce yourself and your purpose
Seek explanation of conduct
Praise positive aspects
What’s the worst thing that can happen?
Why , why ,why ?
Gain a corrective/preventive action commitment
Systematic
Observation
Positive Reinforcement and the
Use of Praise (X,Y,Z)
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Describe eXactly what safe/correct behaviour
you have seen
• Tell them whY this behaviour is important
• Tell them sinZerely how you feel about it
•
•
•
•
Say nothing and let the praise sink in
Do NOT put a “BUT” after the praise
Do NOT only praise the wearing of PPE
Remember the importance of congruent body
language
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Video Role Play 2
Systematic
Observation
Implementation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Develop a site specific inventory of critical
behaviours
• Contact schedules
• Action planning
• Follow up
Contact Schedule
Systematic
Observation
Strong
Workplace
General
Manage
r
Behaviour
Attitude &
Culture
People Know
More Than You
Think
Technical
Manager
Area
Manage
r
ABC Analysis
Observation &
Feedback
FL
M
C/H
©2002 TLPL
At least 1
with each
direct report
per quarter
Engineerin
g Manager
At least 1
with each
direct report
per month
At least 1
with each
direct report
per week
At least
1 per day
Systematic
Observation
Action Planning
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
• Systematic contact schedule for all managers
• Simple daily /weekly recording system to track
numbers of contacts and any actions to be taken
• Take action to remove any “barriers” to desired
behaviour
• Do it !!
Systematic
Observation
Strong
Workplace
Behaviour
Attitude &
Culture
People Know
More Than You
Think
ABC Analysis
Observation &
Feedback
©2002 TLPL
Weekly Contact Record
WEEKLY CONTACT RECORD
Date
Observee
Corrective/Preventive Action (Commitment gained from employee &
manager’s actions to remove roadblocks.