Behavioural safety approaches (behaviour modification)

Why is it commonly used?

• significant number of accidents reportedly caused by inappropriate behaviour
• good vehicle for management and workforce participation
• can improve the visibility of managers
• behaviours and actions influence culture through attitudes and perceptions
• behaviours determine the performance of systems

Key features

• define 'safe' and 'unsafe' behaviour
• all involve observation of behaviour in the workplace
  • by managers and/or peers
  • with/without targets
• provide feedback
  • reinforce safe behaviour
  • 're-educate' unsafe behaviour
• feedback ranges from on-the-spot specific feedback and discussion, to impersonalised general data

Advantages

• discussing safety in the workplace
• learning to communicate constructively
• management visibility
• employee engagement in safety
• managers/supervisors (when involved)
• learn to observe
• learn to act promptly on unsafe acts
• can learn about safety leadership
• learn to think about aspects of human factors
• can provide some leading indicators for safety
• can actually change behaviour ("cognitive dissonance")
• will identify dangerous situations

Pitfalls

• rule violation vs good rules?
• big, disciplined effort required
  • very often fails through lack of real commitment or discipline
  • some changes will be expensive
• not 'owned' by everyone
• 'off the peg' or consultant-led programmes can fail because of poor fit with local style/culture (UK/US)
• trust levels amongst management and employees must match.
• lack of friendly communication/Directive style of management

More pitfalls

• may not be compatible with other messages
• focus on easy, intuitive issues
• tend to ignore low probability, high consequence risks. 'Boots not leaks' - can draw attention away from process safety
• can shift onus away from management onto individual
• don't address significant impacts of management behaviour
• 'big brother'/blame culture/Oh no, not another programme
• high short-term expectations
• failed programme = worse situation than start

Inspection and assessment issues

• What is the evidence that behaviour change will improve safety? (as opposed to better procedures or easier to use equipment for example)
• How is the programme linked to the Safety Management System (SMS)?
• How do they address tough issues? (ie costly remedial work, time pressure)
• Do they understand the programme and its strengths and weakness (ie competence)?
• Are programme goals linked to other goals, ie team working?
• What happens when an observation card is completed? (workforce experience vs. management view)
• Are they knowledgeable, intelligent customers?

Advice for companies considering behavioural approaches

Do

• be sure that it is really what you need right now
• find out (from employees) whether signals they get from management about safety are the first issue to address
• network with others - not only those suggested by the consultants
• learn what you can from alternative techniques available
• make sure the system is your own, in style, language, presentation etc.
• pilot, and only roll-out when confident of success
• use it as a dialogue – and that means LISTEN to your employees!
• spend considerable effort to get good, strong facilitators who understand safety
• make sure that participants focus on root causes of behaviours

Don't

• underestimate the effort and planning required
• be over-optimistic
• get carried away and lose focus on other aspects of safety
• believe that the 'Heinrich triangle' works for occupational ill-health, minor personal injuries and major accidents
• bother at all unless:
  • you're confident that you already have a strong SMS and a safe workplace
  • senior management can be made to think it was their idea all along

Increasing the effectiveness/chance of success

• ownership - developed in-house is best
• good fit with organisations needs, culture and SMS
• commitment (involvement is better) from management
• good communication and understanding of programme
• approach seen as 'fair and just' - trust
• managers act as role models

Summary

• there are many advantages to doing Behavioural Safety
• but these programmes (and cultural change) take time, resources and a concerted effort - senior management commitment
• a useful addition to the toolkit for occupational safety, but limited benefits for the control of major hazards
• bias towards measurable success; can pull focus away from basics of SMS and process safety
• must address engineering and systems as well
• include workforce and management behaviours
• effectiveness of programme largely depends on existing culture

Further information

• Anderson, M. (2004). Behavioural safety and major accident hazards: Magic bullet or shot in the dark? Conference Proceedings, Hazards XVIII Symposium, 24 November 2004. IChemE, UMIST, Manchester.
• Fleming, M. (2001). Safety culture maturity model. Offshore Technology Report 049. HSE Books, ISBN 0 7176 1919 2.
• Fleming, M. & Lardner, R. (2001). Behaviour modification programmes: establishing best practice. Offshore Technology Report 048. HSE Books, ISBN 0 7176 1920 6.
• Fleming, M. & Lardner, R. (2002). Strategies to promote safe behaviour as part of a health and safety management system. HSE Contract Research Report CRR430, HSE Books, ISBN 0 7176 2352 1
• Step Change (2000). Changing Minds: A practical guide for behavioural change in the oil and gas industry