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1.Old Dogs and New Tricks: Keep BBS from Rolling Over and Playing Dead

作者： Mathis, Terry L. Galloway, Shawn M.

[J] EHS Today

At a recent conference, the No. 1 problem reported by mature behavior-based safety (BBS) process teams was observer burnout. So, why do processes falter and why do observers burn out? The answer to both of these issues lies in the strategy for observations. Most BBS teams were taught an observation strategy that simply blanketed observations evenly across the site. They quickly learned that there was a direct correlation between the number of observations and the impact on accident reduction. The goal of the process became to hit the target number of observations. As the process matured, it increasingly became more difficult to accomplish the goal. Additionally, hitting the same number of observations began to have a diminishing impact on accident rates. But, since the process was successful, it was continued. Leaders of mature BBS processes who have revised this strategy for observations have recognized additional gains and have created a more resourceefficient, sustainable approach. The challenge is to modify the perceptual goal of BBS from the quantity of observations to the quality of observations. WHAT TRIGGERS AN OBSERVATION? The answer to this question, at most sites with mature behavioral approaches, has more to do with process than results. When we ask, “Why do you perform observations?” we often hear answers like: “Because we have a numbers goal,” “Because we have to” and “Because I’ll get in trouble.” The goal of a behavioral approach to safety should not be to simply accomplish observations. The goal should be to improve safety by providing simple strategies that easily can be internalized and by identifying influences on safe performance.

People do things for a reason. If you want to improve performance, you need to first identify what is influencing the current performance. Is it a perception, habit, obstacle or barrier? (See “Understanding Influences on Risks: A FourPart Model,” EHS TODAY, February 2010.) If you can eliminate or mitigate the influencer on risk, you are enabling a sustainable behavioral change. Observations that do not gather insight into the reasons for risk are functioning solely as antecedents, activators or triggers that remind and refocus people on certain precautions. This is the most expensive activator you can use. What triggers an observation should be used in a strategic response to previous observations, not simply a numbers goal. A STRATEGY EMERGED Four advanced observation strategies have been identified which have resulted in significant returns on little internal investment. Self-Observations – This approach is ideal for isolated workers and where traditional observations are not an option. It also can be used to supplement traditional observations and further reinforce a change strategy. However, there are limitations to self-observations that must be considered. Workers often are blind to their own habits, so selfobservations need to be supplemented by outside observations, at least periodically. Also, reflection can be grossly inaccurate, so workers cannot simply ask themselves, “How did I do today?” Self-observations need a reminder mechanism that indicates when to start and stop, and this often requires some innovative thinking to design. Aimed Observations – Many organizations analyzing their observation data identify visible trends in risk, such as time of day, day of week, task, weather,etc. The observations can be aimed at these exposure targets, rather than blanketed. If insight into influences (asking why) is not collected during observation, the ability to address the risk exposure is limited. Blitz Observations – Like aimed observations, a blitz is a focus on a target. But, rather than asking observers to aim individual observations at the target, blitzes send groups of observers to the targets to do multiple, simultaneous observations. Blitzes concentrate a lot of attention and can result in quick improvements. SWEEP Observations – SWEEP is an acronym that stands for seeing without explaining to every person. SWEEP observations cannot be used alone to accomplish behavioral change since there is no feedback component. SWEEPs simply are an ongoing way to aim other types of observations at the targets where they can do the most good. Some organizations use SWEEPs to determine a more accurate percent-safe. Other types of observations give workers notice before the observation begins, which often results in an artificially high percentsafe. Caution: SWEEP observations only should be used when the culture and employees have developed a high level of trust in the BBS process. CAREFUL CONSIDERATIONS TO PROGRESS Mature behavior-based safety processes often are doing the right things. Further improvement lies in doing those things a better way. This same principle will apply to how you choose to help your BBS team improve their process. Involve the steering team and the union, if applicable, in selecting the new strategies. (See “Unions and Behavior-Based Safety: The 7 Deadly Sins,” EHS TODAY, October 2009.) Prior to implementing new processes or changing existing ones, it is critical to discuss with the work force the purpose and details of the new observation strategy. Join the many other sites that have found that a different observation strategy can breathe new life and energy into an old BBS process.

在最近的一次会议上，成熟的基于行为的安全（BBS）流程团队报告的第一个问题是观察员倦怠。那么为什么流程变得不稳定，为什么观察者烧掉了？这两个问题的答案在于观察战略。大多数BBS团队被教授了一种观察策略，可以在整个网站上均匀地覆盖观察结果。他们很快了解到观察次数与对事故减少的影响之间存在直接的相关性。这个过程的目标就是达到目标数量的观察值。随着过程的成熟，越来越难以实现目标。另外，同样数量的观察开始对事故率的影响减小。但是，由于这个进程是成功的，所以继续下去。成熟的BBS流程的领先者已经修改了这一观察策略，已经获得了更多的收益，并且创造了一种更具资源效率的可持续的方法。挑战是将BBS的感知目标从观察量改为观察质量。什么是触发观察？在大多数具有成熟行为方式的网站上，这个问题的答案与结果有关。当我们问：“为什么要进行观察？”我们经常听到这样的答案：“因为我们有数字目标”，“因为我们必须”和“因为我会陷入困境”。行为方法的目标安全不应该简单地完成观察。目标应该是通过提供易于内部化的简单策略，并通过识别对安全性能的影响来提高安全性。

人们为事情做事情如果要提高性能，您需要先确定影响当前性能的内容。它是一种感知，习惯，障碍或障碍？ （见“了解风险影响：四部分模式”，EHS今天，2010年2月）如果您可以消除或减轻影响者的风险，您将实现可持续的行为改变。不了解风险原因的观察仅仅作为提醒和重新聚焦人们某些预防措施的前提，激活者或触发器。这是您可以使用的最昂贵的激活剂。应该在对以前观察的战略反应中使用触发观测的内容，而不仅仅是数字目标。战略重组已经确定了四个先进的观察策略，这些战略在很少的内部投资上取得了显着的回报。自我观察 - 这种方法对于孤立的工作者来说是理想的，传统观察不是一种选择。它也可用于补充传统观察结果，进一步加强变革策略。然而，必须考虑自我观察的局限性。工人经常对自己的习惯无视，所以自我观察需要由外部观察来补充，至少定期进行。此外，反思可能是非常不准确的，所以工人不能简单地问自己：“我今天怎么做”？自我观察需要一个提醒机制，指出何时开始和停止，这通常需要一些创新的思维来设计。目标观察 - 许多分析其观察资料的组织识别风险的可见趋势，例如时间，星期几，任务，天气等。观察结果可以针对这些暴露目标，而不是覆盖。如果在观察期间未收集影响因素（询问为什么），则处理风险暴露的能力有限。闪电观察 - 像目标观察一样，闪电战是对目标的关注。但是，不是要求观察员将个人观察目标瞄准目标，而是将观察员派到目标群体进行多次同时观察。 Blitzes集中了很多的关注，可以快速改进。 SWEEP观察 - SWEEP是一个缩写，代表看不到每个人的解释。 SWEEP观察不能单独用于完成行为变化，因为没有反馈组件。 SWEEP只是将其他类型的观察目标瞄准目标的持续方式，他们可以做最好的事情。一些组织使用SWEEP来确定更准确的百分比安全。其他类型的观察在观察开始之前给予工作人员通知，这通常导致人为的高百分点。注意：当文化和员工在BBS流程中发挥了高度的信任时，SWEEP观察只能使用。认真考虑进步成熟的基于行为的安全过程往往正在做正确的事情。进一步的改善在于做这些事情更好的办法。同样的原则将适用于您如何选择帮助您的BBS团队改进其流程。参与指导小组和工会，如果适用，选择新的战略。