The Mystery Observee program

The mystery observees were not to tell anyone they had the reward coupon. However, when the mystery observees received coaching in a behavior-based observation and feedback process, they gave the reward coupon to their coach. More specifically, each week 

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. 

This successful mystery observee program illustrates an important principle in incentive/ reward programs. You get what you reinforce. Programs lhat reward employees for handing in a completed CBC will probably increase the number of checklists received, but how about tire quality of the CBC Will the number of constructive comments on a CBC decrease when a reward is given for quantity You can count on this for employees who view the reward as a payoff for their efforts. That is why it is important to educate people about the rationale and true value of a particular safety effort. Then the big payoff is injury prevention, and the extra reward can be perceived as a token of appreciation for heartfelt participation. 

It is possible, however, that some people will participate for the reward. Thus, it is crucial to consider carefully what specific behavior is most desirable in a safety-related process. The NORPAC employees believed the preeminent feature of interpersonal coaching is the one-on-one feedback discussion. Thus, they linked the reward to this phase of their behavioral safety coaching process. 

Writing this book was challenging, tedious, overwhelming, tiresome, sacrificing, and exhausting. Observers were apt to say I was self-directed and intrinsically motivated. Of course, I know better, and you do too. 

---