Training behavior-based

Behavioral treatment intensive parent training, school-based intervention and child-focused treatment, with therapist involvement gradually reduced over time. 

It was already discovered in ancient times that the behavior of some mammalian species can be manipulated by proper training. The animals acquire a drive for an unnatural goal and humans make use of it. The horse and the dog are probably the best examples of domesticated species that for thousands of years played an important role in the everyday life of humans. Their faithfulness and devotion to their master, their cleverness and special skill to be helpful in complicated situations is legendary. The essence of domestication is clear by now. The manipulation of the brain of domesticated animals, which enables their exploitation after proper training, is based on the ability of their cortex to acquire drives. Yet the overwhelming majority of vertebrates is devoid of this ability. 

Behavior-based safety places responsibilities on workers for which they may not be qualified. Although worker involvement is important, it has limitations and is not a substitute for technically competent health and safety experts reviewing both existing and future operations to insure that hazards are identified and controlled. Few workers have been trained in hazard identification, risk evaluation or methods of control (hierarchy) [p. 17]. 

More recently, safety people have applied leading, upstream, predictive, activity, preventive or process indicators or metrics to measure safety performance. This family of measures often includes safety audits, behavior-based safety measures, safety perception surveys, safety training, corrective actions completed, reductions in risk and risk factors, identifying safety and ergonomic opportunities, and other measures. Many use leading indicators to do the following ... 

BST provides training in behavioral-based safety programs. 

Joint labor-management committees are a popular method of employee participation. Other types of committees also have been used successfully to allow employee participation. At many unionized facih-ties, employee safety committees (with members selected by the union or elected by employees) work alone, with little direct management participation, on various tasks. In other workplaces, employees participate on a central safety committee. Some worksites use employees or joint committees for specific purposes, such as conducting workplace surveys, investigating incidents, training new employees, and implementing behavioral-based safety (BBS) systems, etc. [7]. 

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. 

Through the behavior-based process, employees can be trained in the application of an effective management system. Figure 16-9 lists some principles for managing motivation. 

Remove the traffic cop (management), and what controls speed/ shortcuts Fear, time, engineering design, etc. Thus, there is a need to address the factors that cause the behaviors. These are addressed through acceptance and an overall culture change through activity-based safety (behavior-based safety, employee participation, training, communication of past events, JHAs, etc.). 

This favorable trend has occurred because management and employees now give safety a much higher priority than they did say 20 years ago, and companies have invested heavily in a wide variety of programs such as the use of personal protective equipment, Job Safety Analyses (JSAs), and first-aid training. In particular, companies have emphasized the importance of behavior-based safety. 

A few prominent writers would have you believe that behavior modification, training, and leadership (consisting largely of what is referred to in OSHA literature as administrative controls) are almost the entirety of the practice of safety. But, events of the recent past indicate that several of the big hitters in behavior-based safety have revised their positions and now talk and write about taking a systems approach to safety management (see Chapter 8, Improving Serious Injury and Fatality Prevention ). 

Correcting misconceptions about behavior-based training www.ishn.com/training/incentives... 

MANAGING BEST PRACTICES Display your competencies POSITIVE SAFETY CULTURES When the choice is to change or die TRAINING STRATEGIES Move beyond behavior-based safety... 

In contrast, behavior-based psychotherapy was designed to be administered by individuals with minimal professional training. From the start, the idea was to reach people where problems occur—in the home, school, rehabilitation iirstitute, and workplace, for example—and to teach parents, teachers, supervisors, friends, or coworkers the behavior-change techniques most likely to work xmder the circumstances (Ullman and Krasner, 1965). 

This type of cognitive failure is essentially one of execution, but these errors often occur because we forget the mode we are in. This involves memory and the interpretation and decision-making phase of information processing. Equipment design is certainly important here, along with proper training and the behavior-based tools detailed later in Section Three. 

Du Pont STOP. One popular behavior-based safety intervention is Du Font s STOP (for Safety Training and Observation Program). Employees are given STOP cards to record the occurrence of at least one at-risk behavior or work condition each workday, along with their corrective action. At the end of the day the STOP cards are collected, compiled, and recorded in a data log. Sometimes the data are transferred to a display chart or graph for feedback. 

Figure 9.6 summarizes the main steps of a behavior-based incident analysis with a flow chart of ten basic questions to ask. Before an individual worker is targeted with a training intervention, engineering strategies are considered for task simplification. 

Why should employees want such training Figure 9.7 illustrates one reason, but I hope a more proactive rationale can motivate participation. First, as I have indicated in earlier chapters, behavior-based safety works to reduce injuries. The principles and methods of behavior-based safety are applicable in many situations—when and wherever human performance is a factor and can be improved. Thus, training in behavior-based safety provides skills useful in numerous domains at work, at home, during recreational and sport activities, and traveling in between. 

Figure 9J Most employees in a work culture need basic behavior-based safety training.

Thus, the value of giving quality behavior-based safety training cannot be overemphasized. Obviously, people need to know how to carry out a process. They need sufficient training to feel confident they can complete every procedural step effectively, but they also need to believe the process is worthwhile. More specifically, they need to trust that implementing the methods of behavior-based safety will work to prevent injuries. This requires education, not training. There is a difference. 

My colleagues at Safety Performance Solutions use both education and training to teach safety coaching skills. They start with education, teaching the basic principles behind a behavior-based approach to coaching. Then they use group exercises to implement a training process. 

Altirough tire title of this section is "Behavior-Based Safety Training," I hope it is dear that botir training and education are needed. First, people need to understand and believe in the theory and principles rmderlying the behavior-based approach to preventing injuries. This is commonly referred to as education. 

Understanding, belief, or awareness is not sufficient, however, to implement a particular behavior-based safety process. People need to learn the specific behaviors or activities required for successful implementation. This requires training and should include behavior-based observation and feedback. In other words, participants need to practice the behaviors called for by the intervention process and then receive constructive behavior-focused feedback from objective and vigilant observers. 

---