Behavior-Based Safety Process

Warning In all probability your organization s behavior-based safety process will soon collapse. Statistics show that 70 percent of such initiatives fail, resulting in billions of dollars in lost time and revenues. 

How does one implement a worker-focused behavior-based safety initiative A condensation cannot be given here of the methodologies presented in the many books available on applying worker-focused behavior-based safety methods that seek to achieve improvements through focusing on antecedents, behaviors, and consequences. As an example of those methods, the following is taken from The Behavior-Based Safety Process, 2nd edition by Thomas R., Krause. Chapter 6 is titled Introducing the Behavior-Based Safety Process to a Site. ... 

Krause, Thomas R. The Behavior-Based Safety Process, 2 edition. New York John Wiley Sons, 1997. 

Krause, T. Behavior-Based Safety Process Managing Involvement for an Injury-Free Culture. New York Van Nostrand Reinhold, 1999. 

Thomas R. Krause, Employee-Driven Systems for Setfe Behavior, Van Nostrand Reinhold, New York, 1995 Thomas R. Krause, The Behavior-Based Safety Process, 2nd ed.. Van Nostrand Reinhold, New York, 1997 Thomas R. Krause, Leading with Safety, Wiley-Interscience, Hoboken, NJ, 2005. 

Using Behavior-Based Safety Process as a Safety Metric... 

Krause, Thomas R. and John H. Hidley. 1990. The behavior based safety process. New York, NY Van Nostrand Reinhold. 

A traditional Behavior-Based Safety process identifies critical behavior, then establishes management processes that reinforce positive behaviors. 

Making Sense of the Behavior-Based Safety Process... 

Success of any behavior-based safety process relies on trust among the employee (observers), management, and the employees being observed. Observers are trained to ask the employee for permission to make an observation where feedback is immediate. When this occurs, this is a win-win situation for everyone. One key to remember is when providing employees feedback you need to consider how you would like to be approached. The way you say the words and how you act toward the employee are keys to successful two-way communication. Observers need specific training in how to observe and provide feedback in a positive, constructive manner. 

Thomeis R. Krause, Ph.D., is chairman of the board and co-founder of Behavioral Science Technology, Inc. (BST). He is the author of several books, including Leading With Safety, The Behavior-Based Safety Process, and co-author of Taking the Lead in Patient Safety. Tom consults with senior executives on leadership, culture and behavior change in the service of safety improvement. 

This case study shows how the successftd implementation of a behavior-based safety process can inadvertently and positively affect other aspects of an organization, in this instance ranging from increased attendance to changing a negative attitude about safety. 

Krause, T. R., Hidley, J. H., and Lareau, W. (1993). Implementing the Behavior-Based Safety Process in a Union Environment A Natural Fit. Professional Safety, 38(6), 26-31. 

We are motivated by consequences, however, so let s consider certain benefits you can expect to gain from a successful behavior-based safety management process as reviewed in this chapter. Since most injuries are caused in part by at-risk behavior, a reduction in at-risk behavior and an increase in safe behavior will lead to injury prevention. However, we d like you to consider five other benefits that result from people contributing interdependently to an effective behavior-based safety process. These outcomes are critically important and relate to much more than safety. In fact, they can benefit every important function of your organization. In explaining these we ll review most of the key psychological principles covered in this chapter. 

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