前情提要
Behaviour Based Safety Guide
是說鄙人對於行為安全理論與手法有不小的偏見與成見，不知道是不是因為本地搞BBS的：一來是半吊子(沒有理論的內功心法)
二來混合了日式的指認複誦(把人當工具與組織功能的螺絲釘)
來看看專業的人家怎麼玩與看待BBS
(裡面有很多案例)
挑了一個製造業的案例(Pirelli)
進行分析(教學觀摩)如下
- DuPont consultants spent a week interviewing operators, site managers, unions and contractors to get a picture of the safety status quo and identify opportunities for improvement.
- To ensure the new Safety programme would not become just another initiative, but a permanent core value, the company spent three years working with DuPont on three key drivers: governance set-up, tools and education to change mindsets and behaviour.(呵呵，約定計畫要做三年=>三年不開張、開張吃三年；效益不佳/半途而廢都是顧客的錯；主要就是賣三樣東西：governance set-up, tools and education )
- governance set-up： The new system and structures – such as a central safety committee overseeing all functions in coratation, task teams that work on specific issues, safety training for employees and safety champions among the workforce (感覺像工安文化大革命與大躍進的紅衛兵活動...)
- 10-minute safety brief once a week for every shift. That way everybody knows what is going on: how many occasions we had when safety could have been better, what the reason for them was, what action we took. (教導現場交接做好該有的安全提示)
- DuPont also provided coaching forline management, from senior managers right through to first line supervisors. The aim was to help them be more visible, role model safety and engage with employees on safety through regular visits to the shopfloor, conversations with operatives, audits and recognition of achievements. (教育各階層幹部該展現的安全行為與行為典範為何)
- establish a dialogue with the people doing the work and to thank them for their contribution. took this on board and changed the way in which it gets people involved. Supervisors are taking the initiative, developing and instigating new ways of working. As a result, shifts are coming up with large numbers of suggestions, which have resulted in significant improvements. (呵呵，工安問題其實就是管理問題)
- introduced a process for regular behaviour-based safety assessments. The expectation is that everyone – senior management included – carries these out on a regular basis and uses them as an opportunity to talk to employees about safety(安全與風險很難直接被觀測與量測，所以乾脆觀察大家的行為=>相互督導與監視)=>This new approach has resulted in a much faster response to issues(Line management accountability is key) .
- three years into the programme, seeing a shift from a reactive to a more proactive, preventive culture.(花三年的時間化被動消極裝死為主動積極)
感想：
- 杜邦高明的地方：擒賊先擒王，讓幹部知道-你/妳就是優先被觀察(整肅)的對象
- 想起霍桑研究=>人的行為在有旁人觀察或是無人觀察的情境下，行為舉止與反應大不相同。組織亦然。
- 每當看到這種大改造的案例，都會讓我好奇：當事公司到底發生了什麼或出了什麼事情？(才會需要動用葉克膜全身大改造/整個砍掉重練)
The Pros and Cons of
Behavior-Based Safety (BBS)
By Gina Gould
MARCH 07, 2019
Behavior-Based Safety is a program used to
inform employees of their overall safety performance. It was founded on the
belief that workers can be motivated to behave safely through the use of
positive reinforcement.
BBS focuses on the actions and behaviors of
individual employees. It puts the responsibility of safety on the shoulders of all
employees, rather than just management alone.
The Ongoing Debate Over
Behavior-Based Safety
Implementation of behavior-based safety
programs has caused a lot of debate within the safety community.
Supporters of the program argue that BBS
forces the entire company to keep safety at the forefront of their minds.
Meanwhile, critics say that there are just too many drawbacks for a BBS program
to be effective.
So who’s right and who’s
wrong?
Is there any value in a
behavior-based safety program?
You’ll need to review the pros and cons and
make that decision for yourself. If implemented properly, a BBS program can be
effective. But if you go into it without careful thought and consideration, you
may be setting yourself (and your company) up for failure.
Here are some of the pros and cons of a
behavior-based safety approach:
Pros of BBS Programs
- BBS programs encourage employee participation. One positive aspect of BBS is that it encourages full participation among all employees. The program aims to provide a clear view of what is and isn’t working in regard to safety. In fact, a true BBS program cannot function without the involvement and participation from all levels of employees.
- BBS programs utilize positive reinforcement. When it comes to workplace safety, a little positivity can go a long way. “Safety” isn’t exactly everyone’s favorite topic at work. Most employees dread going to training or having to sit through safety meetings. Putting a positive spin on safety can improve the overall safety culture of your workplace.
Cons of BBS Programs
- BBS programs are difficult to maintain. In order to be effective, a BBS program needs full support from top tier management. It also needs to be consistently utilized and evaluated. BBS will not be effective if it’s just “implemented” but lacks structure, dedication, and follow-up.
- BBS programs inadvertently place “blame” on employees. While putting “blame” on employees is not the intent of a true BBS program, it’s difficult to separate it out. After all, behavior-based safety is supposed to focus on the actions and behaviors of individuals.
- BBS programs can result in inaccurate reporting. Because the program is structured to reward “good” behavior, accidents and injuries can go unreported. Nobody wants to be the one who breaks the “days without injury” streak. Additionally, employees are not keen on investigations and in-depth conversations when things go wrong or when unsafe behavior is observed.
- BBS programs often identify the wrong “root cause”. When unsafe behaviors are observed, or when injuries do occur, BBS requires incident investigations. But often times these investigations focus on what happened instead of the root cause, or why it happened.
Behavior-Based Safety: Things to Keep in
Mind
Behavior-based safety is not something that
you can just ease into. Effective implementation requires careful planning,
long-term commitment, and support from everyone within your organization.
So how should you proceed with your
decision?
Six biggest mistakes companies make when implementing a BBS program.
Ask yourself if you are on the path to
making any of these same mistakes:
1) Thinking that
observation and participation are the core of behavior-based safety.
The origin of this first and biggest risk
can usually be traced to the numerous consulting companies selling
behavior-based services. Most of the consulting firms selling and delivering
behavior-based instruction are safety professionals by training and experience.
Their understanding of the behavior approach is limited, resulting in
applications which rigidly duplicate and emphasize random pieces of applied
behavioral science.
This shallow understanding of human
behavior is evident in the tendency to describe behavior-based safety as
"an observational process" or as "observational safety."
One of the most obvious activities in the behavioral safety process is to observe
others at work.
But -- behavior-based safety is not
primarily about observation.
Another element of behavior-based safety
that is overly focused upon is "empowerment" or
"participation." Involving hourly employees in safety management is
recognized as a unique characteristic of the behavior-based process. Yet,
behavior-based safety is not primarily about empowerment.
The biggest risk a company's management can
take is to assume that the organization has correctly implemented behavioral
safety because observations are being performed by employees, some of whom are
participating on the steering committee.
Behavior-based safety is
about integrating behavioral technology into the management of safety in your
company. Behavioral technology is the system and process for applying the laws
and principles that govern human behavior. The objective of applying these laws
and principles is to achieve behavior change.
欸，法家的觀點
應該要加入Human Factor Engineering=>幫助人容易做對、不容易犯錯
Performing observations and allowing hourly
employees to conduct those observations does not necessarily lead to changes in
the way people behave at work. In most instances, it only changes the way they
behave when they are being observed.
The major objective of an effective
behavior-based safety process is to make safe behavior a habit. The above
concepts are critical for changing unsafe habits to safe habits and for
changing an organization's safety culture.
Unsafe behavior is habitual in most
employees. They have done something the wrong way for so long that they are not
conscious of the behavior. The major objective of behavior-based safety is to
replace all the unconscious unsafe behavior with unconscious, or automatic,
safe behavior -- or safe habits. To accomplish this objective, hourly employees,
supervisors and managers must understand and apply behavior change technology
effectively.
外包約聘人員/承攬商與公司高層/幹部，是破壞規矩的亂源(台式企業要加入董娘與皇親國戚...)
2) Failing to apply
positive reinforcement systematically and effectively.
As previously stated, achieving lasting
organizational change (changing the culture) is impossible without a sufficient
grounding in the basic laws and principles of behavior. This deficiency is most
critical regarding positive reinforcement.
In his book, Bringing Out the Best in
People, Dr. Aubrey Daniels reviews the most common errors made in delivering
positive reinforcement. Most supervisors and managers make these errors daily.
Positive reinforcement is the key to replacing unsafe work habits with safe
habits. If provisions have not been made in your safety initiative for training
in the principles and application of positive reinforcement, then the natural
reinforcement that is currently supporting unsafe work habits will continue to
elicit that behavior. （沒有被阻止=默認=鼓勵）
We know that unsafe behavior or risk taking
(including taking shortcuts/risks in implementing behavior-based safety) occurs
because it has some natural positive reinforcers. Risk taking saves time,
effort and sometimes helps the performer avoid discomfort. Unsafe behavior
then, is self-perpetuating because of the natural consequences that favor it.
Completion of an ABC Analysis usually indicates that several positive
consequences (for the performer) support and maintain unsafe behavior. The ABC
Analysis (Antecedent-Behavior-Consequence) is a simple method of systematically
analyzing the antecedents and consequences influencing a behavior.
With that concept in mind, it then follows
that delivering regular positive reinforcement for safe behaviors is the key to
replacing unsafe habits with safe habits. Manager, supervisors and coworkers
must deliver this reinforcement immediately, consistently and appropriately or
the safe behavior we are encouraging will never reach habit strength.
Positive reinforcement is currently applied
in a superficial manner, if at all, in most behavior-based processes. The
failure of organizations to implement and manage change and to obtain
long-lasting change in organizational behavior (culture change) relates to this
fact. Risk No. 3 also stems from the lack of sufficient and correct use of
positive reinforcement.
3) Changing only the
hourly employees.
For long-lasting change, everyone must make
a behavioral change -- not only the hourly employees. Management is integral to
change, yet most initiatives target employee behavior alone.
Any behavior-based process should include a
list of support behaviors for both management and supervision. This list
constitutes a measured self-inventory in the form of a checklist with points. A
measurement and graphed feedback system forms the basis of positively
reinforcing managers and supervisors for specific behaviors related to
supporting the behavior-based safety process. Hourly employees are reinforced
for increased rates of safe behavior, while managers and supervisors are
reinforced for their supportive behaviors.
With measurement systems in place to track
the behavior of hourly, management and supervisory personnel, plus a knowledge
of how to deliver positive reinforcement for the increased frequency of
specific behaviors, Risk No. 4 might be avoided.
4) Making behavior-based
safety the primary responsibility of the employees.
Behavior-based safety should have a
measured, well-defined role for everyone in your organization. Too often,
behavior-based processes are positioned and implemented as hourly employee
programs. This brings about short range changes visible in the form of specific
bureaucratic activities which focus on implementing change. Long range,
however, one will observe:
Resentment in the hourly ranks related to
the perception that they are putting out most of the work and effort to make
the process work.
Abdication by management and supervision of
responsibility for safety because it's "their program" or "their
responsibility" to manage safety now.
A backlash in which the process dies a slow
death because hourly employees tire of the additional work and responsibility
without receiving adequate positive recognition and reinforcement for their
efforts.
As explained in Risk No. 3, an outline must
be developed that specifically defines measured roles for management,
supervisory and hourly employees. Risk No. 4 could not be avoided if
organizations would not commit Risk No. 5.
5) Not training managers,
supervisors and hourly employees in the core principles of behavior change
technology.
To imbue managers, supervisors and hourly
employees with a sense of ownership in this process, the company should provide
everyone with the same training. Training is the launch pad for change but is
only worthwhile if followed by feedback and positive reinforcement for new
desirable behaviors. It is through training that a consensus and acceptance of
roles and responsibility is communicated and attained.
An additional element of importance to
stress during training is that though behavior-based safety focuses on safe
behavior, we know that human behavior is the common path to problems and
improvements in the areas such as service, quality, timeliness and cost
reduction.
Behavior is the common variable in every
organizational performance issue. When an organization learns the principles of
behavior change, those same principles can be applied to other strategic
performance variables. A grounding in basic behavioral technology precedes the
natural progression to using the principles for all performance improvement.
Thorough training of the entire workforce regarding behavioral technology
presents the opportunity for vast changes in performance-changes unavailable to
business units that view behavior-based safety as simply a collection of
meetings, observations and data review. Those who perceive behavior-based
safety as such will inevitably engage in Risk No. 6.
6) Trying to fit an
activities-based “program” to your organization.
This mistake is precipitated by the
perception that behavior-based safety is a sequence of activities, meetings,
observations and data reviews, rather than a process for changing behavior. If
your organization is attempting to implement a program that encourages lengthy
(30 minutes or more) observations of a long list of behaviors, then you have
unwittingly taken Risk No. 6.
Most organizations assume that the
following are necessary to achieve behavior-based safety:
- A program with time, manpower and paperwork requirements that create a new bureaucracy in the company;
- large amounts of time off the job to complete training, paperwork and observations, and attend meetings;
- assignment of already overworked personnel to the new initiative;
- significant indirect costs in lost production, overtime and time off the job; and
- one to two years of hard work to attain significant results.
All of the above are reflections of the
activities-based approach to behavior-based safety. In contrast, the principles
and concepts approach provides you with an understanding for the rationales
behind the activities and allows you to use your knowledge of behavioral
technology to tailor and design a process that fits your requirements. For
instance, your behavior-based training should include the following elements:
- Make observations on longer than five minutes.
- Observe only two or three behaviors at a time.
- Integrate observations into the work process so that there is no time off the job.
- Design self-observations for employees who operate vehicles or work alone.
Many of the programs now implemented do not
use the practices listed above. The traditional activities approach is,
therefore, much more demanding in terms of resources. Those who become more
familiar with behavior technology will soon find that the shorter list is not
only more desirable but also obtains the fastest and best results.
In conclusion, the six risks in
implementing a behavior-based process surround a core of misunderstanding what
a behavior-based safety process really is. The correct approach begins with an
in-depth knowledge of how to change human behavior. The laws and principles of
behavioral technology can be engineered to the exact requirements of your
company and extended to all the behaviors your organization's strategic
performance objectives demand.
欸，之所以要玩BBS，其實千錯萬錯都是幹部的錯：關注員工部屬是否把事情做對最好本來就是幹部的責任，然而當幹部眼光只關注更上層的關愛與KPI(=自己的紅黑與升遷時)，放任部屬自由發展不過是心力有限下的「自然現象」
感覺要玩BBS其實跟泰勒玩鏟子科學沒兩樣：前提要件有三：
1.作業觀察(人的行為再受到觀察或沒有受到觀察，兩者不相同)
2.提供誘因與利益回饋(不論是獎賞或是懲罰，特別是擔任幹部的)
3.賞罰分明(不過只是回歸安全是生產績效的一部分)
BBS是不錯的手法，但不該視為萬能或是工程改善(=省錢)的替代方案，BBS沒有提到的部份在於：如何理解當事人行為背後的認知black box
談BBS不如談Human Factor
Engineering
一個從BBS過度到Human Factor的優質簡報
同行先進分享的寶貴與超讚 第一手見解：
可視化(讓大家有感的)的安全領導 (Visible leadership by everyone)
- 安全領導是：提升關注安全的動機、創造出注意安全的認知意識和每個人視安全為己任的心態。SHE leadership is about driving motivation, creating awareness and taking ownership
- 在和各級同仁的談話中，明確展現出自己對於”每一個人的安全行為”的高度期待。(在看到不安全行為，還有看到安全的行為，都應立即給予回饋) Introduce “I” based behavioral expectations through dialogue
- 說明”為什麼” 要這麼做。(與該場地和人員相關的，明確指出危害和風險的，以故事性的說明方式來增加理解力和影響力) Clarify ‘Why’ (generic story telling, specific hazard based, relevant to your team/location
- 將”關懷”拓展出去。 (當某件事和我的個人安全有關，主管展現了他關心我的安全，更重於這件事是否做好) Radiate Care (“my manager shows care when it comes to my personal safety”)
- 確保上述的項目能定期/重覆/持續的進行 (利用安全會議、工作坊、各級團隊的會議) Ensure regular & repetitive exposure to make it stick (f.e. SHE conference, workshops, team meetings)
- 授權給所有人，能隨時把安全列在談話中，除了”所有”會議，也以身做則，在”所有”的談話中聊到安全。(每件事的談話都聊到安全) Ensure wide deployment by empowering management to start this dialogue (bottom up)
呵，國外的月亮比較圓，同樣的安全提醒與精神講話，外商就是比較屌與有學問，相對比較細膩與主管以身作則 (本土廠商就日讓人不舒服與反感，
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