Behavior safety is gaining recognition and value in the industrial arena. During its introductory years, it was not uncommon for employees to refer to behavior programs as the "flavor of the month" as it was an addition to the safety program.
Before its emergence, safety programs simply consisted of the rules and regulations employees were expected to follow. When accidents occurred, it was assumed the employee was in violation of a policy or procedure. Therefore, when behavior safety was introduced, many employees saw the program as another way to set up employees and blame them when something went wrong.
The following presents statements of fact, opinion or myth about behavior safety processes. Each statement is followed by an explanation or examination that incorporates behavior safety concepts.
1. Behavior safety programs focus on worker behavior as the cause of almost all workplace accidents.
Behavior safety focuses on human error as being a major cause of workplace accidents. Although "worker behavior" is a component, other factors are explored to understand the reasons behind the behavior. This understanding can lead to training that can eliminate future occurrences.
2. Unsafe acts cause at least 80 percent of accidents, according to a 10-year DuPont study.
Unsafe acts can result from conditions as well as behaviors. It is the contention of most behavior safety processes that each individual can control his/her behavior 100 percent of the time if awareness is raised.
Conditions can become the controlling factor when individuals are unaware or distracted. Individuals can be trained (behavior) to be aware of conditions that may impact them negatively (unsafe conditions leading to unsafe acts).
3. Observation/feedback techniques and the training of observers has been the basis of many behavior safety processes.
Observation and feedback, when used appropriately and willingly, are effective and productive behavior safety tools. An effective way to implement observation-and-feedback programs is to focus on a "brother's keeper" approach. When employees watch out for themselves and for one another, and are willing to open lines of communication, observation and feedback are effective techniques.
These techniques do not work well if they are mandated. When done willingly by employees, observation and feedback yield positive results. If employees no longer face a "mandatory number of observations" and establish a pattern of active participation and involvement, observation and feedback becomes invaluable.
4. Comprehensive health and safety programs are effective.
True, but designers of some programs are shortsighted in one major area — employee involvement. Effective programs can be designed, but unless there is employee buy-in, all that exists is a shell of a program.
When management tries to legislate programs, resistance is a common employee reaction. Teaching employees the why and how of a behavior safety process will lead them to evaluate results.
The why is the information — facts, beliefs, opinions — all factors that make the process real and possible. The how is understanding that comes after information has been presented and employees understand how it meets their needs, goals and expectations. Add these components to the program, and employees move from participation to the active involvement — results.
When employees learn to actively take care of themselves, they are in better positions to help others. Being your brother's keeper is a philosophy espoused by behavior safety. It is a necessary component and needs to be taught.
When a process raises awareness (active thinking) among a work force, communication improves. When active thinking and communication become a part of the work environment, cooperation and teamwork result. Behavior processes that incorporate employee involvement and active thinking in their approaches generate positive results.
Participation simply requires one to be present. Involvement requires active thinking and participation. Employees who actively think and take responsibility for their actions and behavior are in control. They maintain a sense of hope, experience mutual understanding, and accept personal responsibility for their actions. They become self-directed.
When employees become responsible and accountable for their actions and behavior, the risk of committing human errors goes down. In all, behavior safety is an effective influence for employees and can reduce human errors in the work setting.
Implementing a behavior safety process can be the stimulus to effect cultural change. When accepted by employees, effective behavior safety processes reduce accidents and injuries — and, most importantly, save lives.
