Sense of the Behavior-Based Safety Process

Making Sense of the Behavior-Based Safety Process 

Pick up almost any safety literature today and you will see an article discussing behavior-based safety. Each author has a different opinion on the use of behavior-based safety and how to implement the process. Nowhere will you find a discussion of integrating the process into the existing management system. In many cases, as the behavior-based process is presented, the process stands out like a sore thumb. Since there is such an emphasis on behavior-based safety, many managers think that this will solve all safety issues. It is important to remember that no matter how it is presented, the behavior-based process is only one element of your management system and should not stand alone. For example, there are still hazard recognition techniques, employee participation, and other types of efforts that must be used to identify hazards. You must remember that behavior-based safety does not catch all of the hazards since it focuses only on employees habits (at-risk behaviors). The JHA is the one method that can be used to help find and correct other hazards outside of behavior. Refer to Chapter 15. 

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Making Sense of the Behavior-Based Safety Process 313 Table 16-1... 

One of the most frequent common-sense mistakes in safety management is the use of outcome-based incentive programs. Giving rewards for avoiding an injury seems reasonable and logical, but it readily leads to covering up minor injuries and a distorted picture of safety performance. The basic activator-behavior-consequence contingency (see Chapter 8 and Principle 18) demonstrates that safety incentives need to focus on process activities, or safety-related behaviors. 

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