Critical behavior checklist feedback process

Chapter 8 introduced the DO IT process and provided some detail about the first two steps—define target behavior(s) to improve and observe the target behavior occurring naturally in the work environment. The CBC (critical behavior checklist) was introduced as a way to look for the occurrence of critical behaviors during a work routine and then offer workers one-on-one feedback about what was safe and what was at risk. This is behavioral coaching and is explained in more detail in Chapter 12. 

You can see how this simple inexpensive incentive/reward program was both pleasant and constructive. It got people talking about the behavior-based coaching process in positive terms and it rewarded the most difficult aspect of a behavioral coaching process— interpersonal feedback. It is relatively easy to complete a critical behavioral checklist (CBC) compared with relaying the CBC results to an observee in a positive and constructive interpersonal conversation. The potential reward for completing this last and most important aspect of behavioral coaching added an element of fxm to the whole process. It made it easier to transition from behavioral observation to interpersonal feedback. 

Coaching was presented as a rather formal step-by-step process whereby a critical behavior checklist (CBC) is developed and used to observe and analyze the safe vs. at-risk behaviors occurring in a particular work procedure. Then, as illustrated in Figure 13.1, the CBC is used to present directive and/or motivational feedback in a one-to-one interpersonal conversation. Also, percent safe scores are derived from a variety of CBCs and presented on a group feedback chart. Comments written on the CBCs are discussed in group meetings to analyze areas of concern and to find ways to make safe behavior more likely to occur. 

Critical behavior checklists (Chapter 8) and communicating the results of checklist observations (Chapter 12) put this principle to work. Unlike the situation depicted in Figure 20.3, the observation and feedback process must be positive. Only then will this basic improvement tool spread throughout a work culture. The more people giving and receiving interpersonal feedback related to safety, the greater the improvement in safety-related behaviors and the more injuries prevented. 

The only empirical approach to improving safety that has proven to be effective is a behavioral safety process. Behavioral safety is the only approach that has routinely produced significant reductions in incidents in well-designed research studies. The approach involves employees using a systematically developed checklist as the basis for feedback on critical safety practices observed in work areas (1998, p. 49). 

---