Feedback from critical behavior checklist

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. 

Figure 12,12 Feedback from a critical behavior checklist can be given one-on-one and in groups.

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. 

Ffowever, when we give feedback on the results of a critical behavior checklist, we need to consider the feelings of the recipient. We should make more deposits than withdrawals and actively listen to reactions and suggestions. This is actively caring from a person perspective. Thus, a good safety coach practices both behavior-focused and person-focused actively caring. 

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