welcome! sfty 314 safety legislation november 13, 2012

Welcome!Welcome! SFTY 314SFTY 314

Safety LegislationSafety LegislationNovember 13, 2012

TodayTodayDATE TOPIC11/1

3OSHA Inspections

What does an OSHA Inspector do?What skills are needed?

How do future safety professionals learn how to

develop safety radar?

Your Safety RadarYour Safety Radar

Class Discussion

How do you develop your safety radar?

http://www.osha.gov/dte/index.html

Techniques for Hazard Techniques for Hazard RecognitionRecognition2 Days / 1.4 CEUs

Learn to: •Use a variety of hazard recognition methods•select the appropriate hazard recognition method for your organization•Establish a management system that develops, implements and audits routinely the various hazard recognition techniques needed•Train your workforce on a variety of techniques for hazard recognition

What’s wrong with this photo?

Exit must not be blocked by storage. Exit must not be blocked by storage. Exit door must swing outward. Exit door must swing outward. Exit door should have panic hardware or open Exit door should have panic hardware or open

with minimal force. with minimal force. Looks like there are unapproved temporary Looks like there are unapproved temporary

wires run from electric line servicing exit sign. wires run from electric line servicing exit sign. Other observations: a) poor housekeeping; b) Other observations: a) poor housekeeping; b)

uncovered telecommunications panel and uncovered telecommunications panel and disorderly arrangement of phone lines.disorderly arrangement of phone lines.

14

What is Behavior-

Based Safety?

Behavior-Based SafetyBehavior-Based Safety is a process that helps employees identify and choose a safe behavior over an unsafe one.

Handout

Behavior Based Safety

Gary Peacock

Safety Consultant

Ohio BWC

ObjectivesObjectives

The benefits of behavior-based The benefits of behavior-based systems.systems.

The basic principles of how to The basic principles of how to motivate safe behavior.motivate safe behavior.

A company’s readiness for behavior-A company’s readiness for behavior-based safety.based safety.

Compare and contrast the different Compare and contrast the different behavior-based systems on the market behavior-based systems on the market today.today.

Why Safety Programs Do Why Safety Programs Do Not Work:Not Work:

Safety is a Safety is a prioritypriority, not a , not a valuevalue!!Safety is Safety is notnot managed in the managed in the

same manner as production, same manner as production, quality, and cost issues!quality, and cost issues!

Safety is Safety is notnot driven through driven through continuous improvement!continuous improvement!

““Fallacies or Realities” in Fallacies or Realities” in Safety Fables?Safety Fables?

Conditions cause accidents!Conditions cause accidents!Enforcing rules improves safety!Enforcing rules improves safety!Safety professionals can keep Safety professionals can keep

workers safe!workers safe!Low accident rates indicate safety Low accident rates indicate safety

programs are working well!programs are working well! Investigating to find the root cause of Investigating to find the root cause of

accidents will improve safety!accidents will improve safety!Awareness training improves safety!Awareness training improves safety!Rewards improve safety!Rewards improve safety!

Core Elements in Core Elements in Successful Safety Successful Safety

ProgramsPrograms

A culture that says “safety” is A culture that says “safety” is important around here!important around here!

A tight accountability system!A tight accountability system!

• An excellent tool for collecting data on the quality of a company’s safety management system

• A scientific way to understand why people behave the way they do when it comes to safety

• Properly applied, an effective next step towards creating a truly pro-active safety culture where loss prevention is a core value

• Conceptually easy to understand but often hard to implement and sustain

Behavior Based Safety: What Is It?

• Only about observation and feedback

• Concerned only about the behaviors of line employees

• A substitution for traditional risk management techniques

• About cheating & manipulating people & aversive control

• A focus on incident rates without a focus on behavior

• A process that does not need employee involvement

Behavior Based Safety: What It Is Not!

Obstacles To Success:Obstacles To Success:Poorly Maintained FacilitiesPoorly Maintained FacilitiesTop-down Management Top-down Management

PracticesPracticesPoor Planning/ExecutionPoor Planning/ExecutionInadequate TrainingInadequate Training

Keys to Success:Keys to Success:

Meaningful Employee Meaningful Employee EmpowermentEmpowerment

Designing a Well Planned and Designing a Well Planned and Supported BBS ProcessSupported BBS Process

Managing BBS Process with Managing BBS Process with IntegrityIntegrity

What percentage of accidents What percentage of accidents are a result of:are a result of:

Unsafe conditions, OSHA violations, Unsafe conditions, OSHA violations, dangerous equipment? _____%dangerous equipment? _____%

Unsafe actions, at-risk behaviors, Unsafe actions, at-risk behaviors, poor decisions? _____%poor decisions? _____%

What percentage of accidents What percentage of accidents are a result of:are a result of:

Unsafe conditions, OSHA violations, Unsafe conditions, OSHA violations, dangerous equipment? dangerous equipment? 6%6%

Unsafe actions, at-risk behaviors, Unsafe actions, at-risk behaviors, poor decisions? poor decisions? 94%94%

Therefore, compliance is Therefore, compliance is necessarynecessary but not but not sufficientsufficient

for great safety.for great safety.

Safety is about Safety is about peoplepeople, and , and behaviorbehavior is the challenge. is the challenge.

Traditional SafetyTraditional Safety

Fewer Fewer AccidentsAccidents

Safety Safety TrainingTraining

PoliciesPoliciesSlogansSlogans

Safety Safety MeetingsMeetings

Contests Contests & &

AwardsAwards

Committees Committees & Councils& Councils

RReepprriimmaannddss

RReegguullaattiioonnss

Behavior Based SafetyBehavior Based Safety

Safety Safety ActivitiesActivities

Fewer at-risk Fewer at-risk BehaviorsBehaviors

Fewer Fewer AccidentsAccidents

What Behavior-based What Behavior-based is...is...

Safe People vs Safe Places

Injuries EqualManagement Errors

Behavior Management

Measure Behaviorsvs Results

Observation & Feedback

Positive Reinforcement

Organizational Performance Organizational Performance ModelModel

Great Performance

Systems Behaviors

Climate

Systems

• Accountability

• Communication

• Decision Making

• Measurement

• Orientation

• Training

• Employment

• Auditing

BehaviorsBehaviorsHonesty and Honesty and

IntegrityIntegrity

Ask for help Ask for help without taking without taking responsibilityresponsibility

RecognitionRecognition

Observation Observation and and feedbackfeedback

TrustTrust

Listen with Listen with empathyempathy

Climate VariablesClimate Variables Confidence/trustConfidence/trust Interest in peopleInterest in people Understanding Understanding

problemsproblems Training/helpingTraining/helping Teaching to solve Teaching to solve

problemsproblems Much informationMuch information ApproachabilityApproachability RecognitionRecognition

- Rensis Likert

Turn & TalkTurn & Talk

What is the What is the primary purpose of primary purpose of a supervisor?a supervisor?

What is the most What is the most effective way to effective way to motivate people?motivate people?

Activators (what needs to be done)

Competencies (how it needs to be done)

Consequences (what happens if it is done)

Human Behavior is a function of :

Human behavior is both:

Observable

Measurable

therefore

Behavior can be managed !

AttitudesAttitudes

AAre inside a person’s head -re inside a person’s head -therefore they therefore they are notare not

observable or measurableobservable or measurable

Attitudes can be changed Attitudes can be changed by changing behaviorsby changing behaviors

however

ABC ModelABC Model

Antecedents Antecedents (trigger behavior)(trigger behavior)

Behavior Behavior (human performance)(human performance)

Consequences Consequences (either reinforce or punish behavior(either reinforce or punish behavior))

Definitions:Definitions: Activators:Activators: A person, A person,

place, thing or event that place, thing or event that happens happens beforebefore a behavior a behavior takes place that takes place that encourages you to encourages you to perform that behavior. perform that behavior.

Activators only set the Activators only set the

stage for behavior or stage for behavior or performance - they don’t performance - they don’t controlcontrol it.it.

Some examples of activators

Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.

Definitions:

Some examples of behavior:

Definitions:

Consequences: Events that follow behaviors.

Consequences increase or decrease the probability that the behaviors will occur again in the future.

Oh please let it be Bob!

If you don’t send in that payment we’ll take you to

court

Behavioral ModelBehavioral Model

B = f (c)Antecedents

Behaviors

Consequences

Some example of Consequences:

Consequences - How would you view them?

Sunbathing

Aggressive Drivers

Positive Reinforcement (R+)Positive Reinforcement (R+)("Do this & you'll be rewarded")("Do this & you'll be rewarded")

Negative Reinforcement (R-)Negative Reinforcement (R-)("Do this or else you'll be penalized")("Do this or else you'll be penalized")

Punishment (P)Punishment (P)("If you do this, you'll be penalized")("If you do this, you'll be penalized")

Extinction (E)Extinction (E)("Ignore it and it'll go away")("Ignore it and it'll go away")

Only 4 Types of Only 4 Types of Consequences:Consequences:

Behavior

Consequences Influence Consequences Influence Behaviors Based Upon Behaviors Based Upon

IndividualIndividual Perceptions of: Perceptions of:

TimingTiming - - immediate or futureimmediate or future

ConsistencyConsistency - - certain or uncertaincertain or uncertain

Significance - positive or negative {

Magnitude - large or small

Impact - personal or other

Consequences need to be ...Consequences need to be ...

Soon vs Delayed

Certain vs

Uncertain

Positive vs Negative

Personalvs

Organizational

Both Positive (R+) & Both Positive (R+) & Negative (R-) Negative (R-)

Reinforcement Can Reinforcement Can Increase BehaviorIncrease BehaviorR+R+ : : any consequence that follows a any consequence that follows a

behavior and increases the probability behavior and increases the probability that the behavior will occur more often in that the behavior will occur more often in the future - the future - You get something you wantYou get something you want

R-R- : : a consequence that strengthens any a consequence that strengthens any behavior that reduces or terminates the behavior that reduces or terminates the behavior - behavior - You escape or avoid something You escape or avoid something you don’t wantyou don’t want

53

Good safety suggestion Joe! Keep bringing

‘em up!

R+

R-

One more report like this and you’re

outa here!!

54

Performance Time

R+

The effects of positive reinforcement

55

Performance Time

P

The effects of punishment

Why is one sign often ignored, the other one often followed?

To create conditions that encourage people to collaborate because they want to

not because they have to

Let’s do it!!

The Behavior Based Safety Challenge:

PerformanceMotivation

Motivation Model

Ability


Selection -Can they do it

Training -Do they know

how

Motivation Model

Ability


Job Climate -Boss & Peer relationships,

Work environment



how

Motivation Model

Ability

The Job Itself -Any fun, challenge

PerformanceMotivationJob Motivational

Factors Achievement, Promotion,

Recognition, Responsibility


Work environment



how

Motivation Model

Ability

The Job Itself -Any fun, challenge


Union -Norms,

Pressures

Peer Groups -Norms, Pressures

Job Motivational Factors

Achievement, Promotion, Recognition, Responsibility


Work environment



how

Motivation Model

Ability

Accident CausationAccident Causation

DOTS ModelDOTS Model

Logical decision in

his/her situation

Logical decision in

his/her situation

Workstat’n design

Workstat’n design

Incomp’ble displays/

Controls or job design

Incomp’ble displays/

Controls or job design

Capacity with Load in a

State

Capacity with Load in a

State

Decision to errDecision to err

TrapsTraps

Overload ormismatch

Overload ormismatch

Human Error

Human Error

Acc or incid’tAcc or incid’t

Injury or

loss

Injury or

loss

Systems Failure

Systems Failure

Causation Model

D O T S

Perceived lowprobability

Peer pressureMeasures of the bossPerceived priorities of mgt

Peer pressureMeasures of the bossPerceived priorities of mgt

Of the incident occurring

Of a loss resulting

Logical decision in his/her situation

Logical decision in his/her situation

Perceived low

probability

Decision to Err

Decision to Err

S Causation ModelD O T S

Natural endowmentPhysical capability

Knowledge skillDrugs / alcohol

Information processing

EnvironmentWorry / stress

FatigueLCUs

Natural endowmentPhysical capability

Knowledge skillDrugs / alcohol

Information processing

EnvironmentWorry / stress

FatigueLCUs

Capacity

with

Load

in a

State

Capacity

with

Load

in a

State

Overloador a

Mismatch

Overloador a

Mismatch

Causation ModelD O T S

Size, force, feel, repetition

reach

Size, force, feel, repetition

reach

Stereotypes, Human capabilities,

Expectations,Inconsistencies

Workstation orJob design

Workstation orJob design

Incompatible displays or

controls

TrapsTraps


• Lack of Policy / Guidelines / Practices• Poorly defined responsibility• No authority to act• Little accountability or measurement• No analysis of incidents• No orientation of new / transferred staff• Lack of clear SOPs / Standards

Systems CausesSystems Causes


TrapsTraps

Overload ormismatch

Overload ormismatch

Human Error

Human Error

Acc or incid’t

Acc or incid’t

Injury or

loss

Injury or

loss

Systems Failure

Systems Failure

Decision to Err


BenefitsBenefitsofof

Behavior-based ApproachesBehavior-based Approaches

Average Reduction of Injury Frequency

• Implementation of BBS• After 1 year 34%• After 2 years 44%• After 3 years 61%• After 4 years 71%

Safety Intervention Strategies(By NSC)

Approach # of Studies # of Subjects Reduction %

Behavior Based 7 2,444 59.6%Ergonomics 3 n/a 51.6%

Engineering Change 4 n/a 29.0% Problem Solving 1 76 20.0% Gov’t Action 2 2 18.3% Mgt. Audits 4 n/a 17.0%

Stress Management 2 1,300 15.0%Poster Campaign 26,100 14.0%

Personnel Selection 26 19,177 3.7% Near-miss Reports 2 n/a 0%

Why Implement BBS?

• Safety is about people.• Compliance is not sufficient.• Consequences drive behavior.• Motivating• Performance Feedback

Why Implement BBS?

• Truly proactive• Broad awareness• Deep Involvement• Proven effective• Transcends workplace safety

Three Essential Questions

What behaviors are being observed?

Why are those behaviors present?

Now What will be done to correct the system deficiencies?

BBS FeaturesStrengths / Weaknesses

►Peer to peer observation►Supervisory observation►Behavior audit►Snapshot►Software support►Customized behavior inventories►General behavior inventories►Emphasis on skilled coaching and feedback

Roles and Responsibilities

►Workers►Observers / Supervisors►Safety Staff►Managers►Safety Involvement Team

Are You Readyfor

Behavior-Based Safety?

Safety Culture Wheel

0

4

8

12Leadership

Systems & Processes

InvolvementOrganizational Style

Measurement &Accountability

The ESPM Culture Wheel

Rate Each Statement on a Scale Rate Each Statement on a Scale from 0 to 3from 0 to 3

0= Weakness0= Weakness1=Some aspects covered1=Some aspects covered2=Could be improved2=Could be improved3=Strength3=Strength

LeadershipLeadership

—Leadership commitment to safety is Leadership commitment to safety is active, visible, and livelyactive, visible, and lively

—A clear and inspiring vision has been A clear and inspiring vision has been established for safe performanceestablished for safe performance

—Safety is viewed and treated as a line Safety is viewed and treated as a line management responsibilitymanagement responsibility

—Safety is clearly perceived as an Safety is clearly perceived as an organizational value on the same organizational value on the same level with productivity and qualitylevel with productivity and quality

Systems & ProcessesSystems & Processes

―Supervisors and workers partner to find Supervisors and workers partner to find and correct systems causes of incidentsand correct systems causes of incidents

―Communication systems are abundant, Communication systems are abundant, effective and flow well in all directionseffective and flow well in all directions

―Training systems deliberately and Training systems deliberately and systematically create competency for systematically create competency for the right people at the right timethe right people at the right time

―Safe operating procedures and policies Safe operating procedures and policies are clearly defined and communicatedare clearly defined and communicated

InvolvementInvolvement

―Workers are skilled at problem solving Workers are skilled at problem solving and decision makingand decision making

―Labor and management work together Labor and management work together to address safety systems issuesto address safety systems issues

―Team orientation achieves involvement Team orientation achieves involvement and cooperationand cooperation

― Innovation, participation and Innovation, participation and suggestions are encouraged at all levelssuggestions are encouraged at all levels

Organizational StyleOrganizational Style

―Trust and openness are the normTrust and openness are the norm―Positive reinforcement is used regularlyPositive reinforcement is used regularly―Bureaucratic obstacles are removedBureaucratic obstacles are removed―There is formal and informal recognition There is formal and informal recognition

for great performance at all levelsfor great performance at all levels

Measurement and AccountabilityMeasurement and Accountability

―All levels of the organization have All levels of the organization have safety goals and process safety goals and process responsibilities clearly definedresponsibilities clearly defined

―The process of achieving results is a The process of achieving results is a key safety measurekey safety measure

―Performance reviews include Performance reviews include accountability for safe performance at accountability for safe performance at all levelsall levels

―Supervision is accountable to perform Supervision is accountable to perform safety observations and feedbacksafety observations and feedback

How Do You Deal with Safety?How Do You Deal with Safety?

LeaderLeader culture that strongly values & supports EHSculture that strongly values & supports EHS continuous improvementcontinuous improvement

FollowerFollower compliance mindedcompliance minded view safety as a legal responsibility with little or no valueview safety as a legal responsibility with little or no value

GamblerGambler lack knowledge, resources, will to even achieve lack knowledge, resources, will to even achieve

compliancecompliance manage safety with eyes closed and fingers crossedmanage safety with eyes closed and fingers crossed

How Is Your Organization Managed?How Is Your Organization Managed?

Safety must be in harmony with the way the Safety must be in harmony with the way the organization is managedorganization is managed Do we want production and safety?Do we want production and safety? Do we want production with safety?Do we want production with safety? Do we want safe production?Do we want safe production?

Goal: Efficient production which maximizes profitGoal: Efficient production which maximizes profit

Integrated or artificially introduced program?Integrated or artificially introduced program? How we do business - a state of mind that must How we do business - a state of mind that must

become an integral part of each and every procedure become an integral part of each and every procedure in the companyin the company

Behavior Based SafetyBehavior Based Safety

Three major sub-systems to deal with:Three major sub-systems to deal with: The physical, the managerial, the behavioralThe physical, the managerial, the behavioral

Identifying critical at-risk behaviors Identifying critical at-risk behaviors andand the the systems that support themsystems that support them

At-Risk BehaviorAt-Risk Behavior normal human behaviornormal human behavior people reacting to their environmentpeople reacting to their environment

Deal with the Deal with the causescauses of the at-risk behavior, not of the at-risk behavior, not the behaviorthe behavior change the environment that leads to the at-risk behaviorchange the environment that leads to the at-risk behavior

There is no one right way to achieve safe production in There is no one right way to achieve safe production in an organization. For a safety system to be effective an organization. For a safety system to be effective it must fit the organization’s culture and it must:it must fit the organization’s culture and it must:

Force supervisory performanceForce supervisory performanceInvolve middle managementInvolve middle managementHave top mgt. visibly showing their Have top mgt. visibly showing their

commitmentcommitmentHave employee participationHave employee participationBe flexibleBe flexibleBe perceived as positiveBe perceived as positive Dan PetersenDan Petersen

Are You Ready?Are You Ready?

LEADERSHIPLEADERSHIP Organization needs to be fundamentally prepared for Organization needs to be fundamentally prepared for

itit Success = taking on and resolving central organizational Success = taking on and resolving central organizational

issuesissues

Major change initiative for most companiesMajor change initiative for most companies ChangeChange

not easynot easy often resisted w/ vigor and ingenuityoften resisted w/ vigor and ingenuity failed change efforts create skepticism, cynicism and failed change efforts create skepticism, cynicism and

apathyapathy

Whether in production, quality, or safety the ultimate Whether in production, quality, or safety the ultimate responsibility rests with leadership.responsibility rests with leadership.


SYSTEMSSYSTEMS

Basic systems must be in place:Basic systems must be in place: Safety - AI, hazard recognition, recordkeeping, etc…Safety - AI, hazard recognition, recordkeeping, etc… Management - decision-making, inventory, Management - decision-making, inventory,

budgeting, etc…budgeting, etc… Facilities/Equipment - design, maintenance, etc…Facilities/Equipment - design, maintenance, etc…

If BBS is not integrated as a system it is likely If BBS is not integrated as a system it is likely to burn-outto burn-out


INVOLVEMENTINVOLVEMENT

Engaging and sustaining employee involvement Engaging and sustaining employee involvement is the driving mechanismis the driving mechanism

When employee involvement is not adequately When employee involvement is not adequately engaged, BBS becomes just another programengaged, BBS becomes just another program

Management involvement is crucialManagement involvement is crucial often subvert implementation by not understanding often subvert implementation by not understanding

BBS principlesBBS principles


ORGANIZATIONAL STYLEORGANIZATIONAL STYLE

Must be functioning at a high level of Must be functioning at a high level of effectiveness or be willing to address obstacles effectiveness or be willing to address obstacles to high level functioningto high level functioning

Effective organizational functioning includes:Effective organizational functioning includes: CommunicationCommunication Trust and credibility between management and workersTrust and credibility between management and workers RespectRespect VisionVision


MEASUREMENT & ACCOUNTABILITYMEASUREMENT & ACCOUNTABILITY

What gets measured gets doneWhat gets measured gets done

Clearly defined roles and responsibilities at every Clearly defined roles and responsibilities at every levellevel Accountability v ResponsibilityAccountability v Responsibility

Performance v ResultsPerformance v Results

Safety Director - a lot of responsibility, very little Safety Director - a lot of responsibility, very little authorityauthority Not everyone is responsible for safety until they are held Not everyone is responsible for safety until they are held

accountableaccountable

People? Time? Facilities? Outcome?

Perception Survey 100 yes/no opinion oriented questions Pencil & paper survey Anonymous responses

All Maximize size of group

30 min Lunch room Auditorium

Percent positive response in21 safety related categories

By location by level

Structured Interviews Facilitated group discussion 2 safety process questions Confidential

Focus groups of 10-12people (25% of pop.)

Representing the wholeorganization

Segregate mgmt &labor

75 min pergroup

Privateconference areawith ample roomand table to write

Ranked list of improvementrecommendations

• System strengths• System weaknesses• Recommendations• Next steps

EXECUTIVE SUMMARY

Deliverable

AssessmentProcess

SampleSurvey

The Ohio Division of Safety & HygienePERCEPTION SURVEY

PART 1

A. Enter your work location: B. Enter your shift: _____________ (Example: production, office, etc.)

___________________________

C. Circle your job function: D. Enter years with company: ____ Line worker, supervisor, or manager

___________________________

PART 2

Y N 1. Do you feel you received adequatejob training?

Y N 2. Do supervisors discussaccidents and injuries with employeesinvolved?

Y N 3. Is discipline usually assessed whenoperating procedures are violated?

Y N 4. Would a safety incentive programcause you to work more safely?

Y N 5. Do you perceive the major cause ofaccidents to be unsafe conditions?

Y N 6. Does your company activelyencourage employees to work safely?

Y N 7. Is safety considered important bymanagement?

Y N 8. Are supervisors more concernedabout their safety record than aboutaccident prevention?

Y N 9. Do you think penalties should beassessed for safety and health violations?

Y N 10. Have you used the safetyinvolvement teams to get action on acomplaint or hazard which concernedyou?

Y N 11. Is high hazard equipmentinspected more thoroughly than otherequipment?

Y N 12. Is the amount of safety training givento supervisors adequate?

Y N 13. Have you been asked to performany operations which you felt wereunsafe?

Y N 14. Are records kept of potentialhazards found during violations?

Y N 15. Are employees influenced by yourcompany’s efforts to promote safety?

Y N 16. Are employees providedinformation on such things as cost,frequency, type and cause of accidents?

Y N 17. Does your company dealeffectively with problems caused byalcohol or drug abuse?

Y N 18. Are unscheduled inspections ofoperations made?

Y N 19. Is off-the-job safety a part of yourcompany’s safety program?

Y N 20. Does management insist uponproper medical attention for injuredemployees?

Y N 21. Are safe operating proceduresregularly reviewed with employees?

Y N 22. Are you interested in how yourcompany’s safety record compares withother companies in your industry?

Y N 23. Does your company hireemployees who do not have thephysical ability to safely performassigned duties?

Y N 24. Do your co-workers support thecompany’s safety program?

Y N 25. Do supervisors pay adequateattention to safety matters?

Y N 26. Is safe work behavior recognizedby supervisors?

Y N 27. Do employees participate in thedevelopment of safe work practices?

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Survey Results

Safety Observation ProcessSafety Observation Process

Step 1: Step 1: PLANPLAN where and when to make where and when to make observations and recall what to look forobservations and recall what to look for

Step 2: Step 2: OBSERVEOBSERVE worker behavior for worker behavior for safe and at-risk performancesafe and at-risk performance

Step 3: Step 3: COACHCOACH for improved performance for improved performance by positively reinforcing or redirectingby positively reinforcing or redirecting

Step 4: Step 4: RECORDRECORD whatwhat was observed, was observed, whywhy it occurred, and it occurred, and now whatnow what will be done will be done

Step 1: Step 1: PLANPLAN

Determine a time and place to observeDetermine a time and place to observe Review the Observation Memory Jog-R Review the Observation Memory Jog-R

(Tab 6)(Tab 6) Review Feedback and Coaching Tips Review Feedback and Coaching Tips

(Tab 7)(Tab 7)

Step 2: Step 2: OBSERVEOBSERVE

Snapshots of behaviorSnapshots of behavior Allow no distractionsAllow no distractions Observe people and surroundingsObserve people and surroundings Stop any at-risk behavior Stop any at-risk behavior

immediatelyimmediately Stop observing after 30 seconds or Stop observing after 30 seconds or

at-risk behavior is observed, which at-risk behavior is observed, which ever comes firstever comes first

Step 3: Step 3: COACHCOACH

Provide positive reinforcement (R+) Provide positive reinforcement (R+) if safe if safe

Coach by shaping behavior Coach by shaping behavior if at-risk if at-risk

Ignore what you sawIgnore what you saw Discipline Discipline

Step 4: Step 4: RECORDRECORD

Anonymous, specific, timelyAnonymous, specific, timely Safe and At-Risk behaviors on Safe and At-Risk behaviors on

Memory Jog-RMemory Jog-R What, Why, Now WhatWhat, Why, Now What Take ActionTake Action

Observation Exercises

Continuous ImprovementContinuous Improvement

Data CompilationData Compilation Safety Involvement TeamSafety Involvement Team Problem solvingProblem solving Implement solutionsImplement solutions Successful?Successful?

Ohio BWCBBS Software Demo

OBSERVATIONOBSERVATION

Reactive BehaviorReactive Behavior Personal Protective EquipmentPersonal Protective Equipment Specific Job RisksSpecific Job Risks Tools and EquipmentTools and Equipment Safe Work PracticesSafe Work Practices ErgonomicsErgonomics

Reactive BehaviorReactive Behavior

Adjusting PPEAdjusting PPEChanging position / Turning awayChanging position / Turning awayStopping work / Attaching safe guardsStopping work / Attaching safe guardsRearranging jobRearranging job

Personal Protective Personal Protective EquipmentEquipment

Head gearHead gearEye protection and face shieldingEye protection and face shieldingHearing protectionHearing protectionRespiratory protectionRespiratory protectionArm and hand coveringArm and hand coveringFoot and leg protectionFoot and leg protection

Specific Job RisksSpecific Job Risks

Strike against or caughtStrike against or caughtLine of fireLine of fireFall, slip hazardFall, slip hazardContact hot, chemical or electricContact hot, chemical or electric Inhale or swallow hazardous substanceInhale or swallow hazardous substance

Tools and EquipmentTools and Equipment

Wrong for the jobWrong for the jobUsed incorrectlyUsed incorrectly In need of repair or maintenanceIn need of repair or maintenanceClutter & poor housekeepingClutter & poor housekeeping

Safe Work PracticesSafe Work Practices

Not definedNot definedNot known or understoodNot known or understood Ignored or done poorlyIgnored or done poorlyNot compatible with taskNot compatible with task

ErgonomicsErgonomics

Forceful exertionsForceful exertionsAwkward posturesAwkward posturesHigh repetitionHigh repetitionLong duration w/o restLong duration w/o rest

Coaching and FeedbackCoaching and Feedbackfor the skilled observerfor the skilled observer

Positive ReinforcementPositive Reinforcement

Give praiseGive praiseExplain why this behavior is right Explain why this behavior is right

and/or safeand/or safeEncourage continued behaviorEncourage continued behavior

Shaping BehaviorShaping Behavior

CommunicateCommunicate the behavior you saw the behavior you sawCheckCheck for understanding of the job for understanding of the jobCoachCoach for improved performance for improved performanceContractContract for safe behavior for safe behavior

Coaching TipsCoaching Tips

Use “I” vs. “You” languageUse “I” vs. “You” languageAppeal to other’s interests and goalsAppeal to other’s interests and goalsReflect feelings or emotions that go Reflect feelings or emotions that go

beyond the wordsbeyond the wordsSet limits to clarify expectationsSet limits to clarify expectationsTalk about the behavior, not the Talk about the behavior, not the

personperson

Coaching Tips Coaching Tips Continued…Continued…

Keep calmKeep calmDon’t personalize emotion of othersDon’t personalize emotion of othersMove to problem solvingMove to problem solvingFocus on interests rather than Focus on interests rather than

positionpositionFind common groundFind common ground

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5Guest Presenter – Robert Lynch Virtual OSHA Inspection

welcome! sfty 314 safety legislation november 13, 2012

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