BBS program training for all eomployeess.
- 3. 3 23/12/21 Objectives The benefits of behavior-based systems. BBS ABC Model The basic principles of how to motivate safe behavior. A company’s readiness for behavior-based safety.
- 4. 4 23/12/21 Why Safety Programs Do Not Work? Safety is a priority, not a value! Safety is not managed in the same manner as production, quality, and cost issues! Safety is not driven through continuous improvement!
- 5. 5 23/12/21 “Fallacies or Realities” in Safety Fables? Conditions cause accidents! Enforcing rules improves safety! Safety professionals can keep workers safe! Low accident rates indicate safety programs are working well! Investigating to find the root cause of accidents will improve safety! Awareness training improves safety! Rewards improve safety!
- 6. 6 23/12/21 • 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?
- 7. 7 23/12/21 • 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!
- 8. 8 23/12/21 Obstacles To Success: Poorly Maintained Facilities Top-down Management Practices Poor Planning/Execution Inadequate Training
- 9. 9 23/12/21 Keys to Success: Meaningful Employee Empowerment Designing a Well Planned and Supported BBS Process Managing BBS Process with Integrity
- 10. 10 23/12/21 Turn & Talk What kinds of injuries and accidents are common at your workplace?
- 11. 11 23/12/21 What percentage of these accidents are a result of: Unsafe conditions, OSHA violations, dangerous equipment? ……….. _____% Unsafe actions, at-risk behaviors, poor decisions?..... _____%
- 12. 12 23/12/21 What percentage of these accidents are a result of: Unsafe conditions, OSHA violations, dangerous equipment? 6% Unsafe actions, at-risk behaviors, poor decisions? 94%
- 13. 13 23/12/21 Therefore, compliance is necessary but not sufficient for great safety. Safety is about people, and behavior is the challenge.
- 14. 14 23/12/21
- 16. 16 23/12/21 Behavior Based Safety Safety Activities Fewer at-risk Behaviors Fewer Accidents
- 17. 17 23/12/21 What Behavior-based is... Safe People vs Safe Places Injuries Equal Management Errors Behavior Management Measure Behaviors vs Results Observation & Feedback Positive Reinforcement
- 18. 18 23/12/21 Organizational Performance Model Great Performance Systems Behaviors Climate
- 19. 19 23/12/21 Systems • Accountability • Communication • Decision Making • Measurement • Orientation • Training • Employment • Auditing
- 20. 20 23/12/21 Behaviors Honesty and Integrity Recognition Observation and feedback Trust Listen with empathy
- 21. 21 23/12/21 Climate Variables Confidence/trust Interest in people Understanding problems Training/helping Teaching to solve problems Much information Approachability Recognition
- 22. 22 23/12/21 Turn & Talk What is the primary purpose of a supervisor? What is the most effective way to motivate people?
- 23. 23 23/12/21 ð Activators (what needs to be done) ð Competencies (how it needs to be done) ð Consequences (what happens if it is done) Human Behavior is a function of :
- 24. 24 23/12/21 Human behavior is both: ð Observable ð Measurable therefore Behavior can be managed !
- 25. 25 23/12/21 Attitudes Are inside a person’s head - therefore they are not observable or measurable Attitudes can be changed by changing behaviors however
- 26. 26 23/12/21 ABC Model Antecedents (trigger behavior) Behavior (human performance) Consequences (either reinforce or punish behavior)
- 27. 27 23/12/21 Definitions: Activators: A person, place, thing or event that happens before a behavior takes place that encourages you to perform that behavior. Activators only set the stage for behavior or performance - they don’t control it.
- 28. 28 23/12/21 Some examples of activators
- 29. 29 23/12/21 Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions. Definitions:
- 30. 30 23/12/21 Some examples of behavior :
- 31. 31 23/12/21 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
- 32. 32 23/12/21 Some example of Consequences:
- 33. 33 23/12/21 Consequences - How would you view them? Sunbathing Aggressive Drivers
- 34. 34 23/12/21 Only 4 Types of Consequences: Positive Reinforcement (R+) ("Do this & you'll be rewarded") Negative Reinforcement (R-) ("Do this or else you'll be penalized") Punishment (P) ("If you do this, you'll be penalized") Extinction (E) ("Ignore it and it'll go away") Behavior
- 35. 35 23/12/21 Consequences Influence Behaviors Based Upon Individual Perceptions of: Timing - immediate or future Consistency - certain or uncertain Significance - positive or negative { Magnitude - large or small Impact - personal or other
- 36. 36 23/12/21 Consequences need to be ... Soon vs Delayed Certain vs Uncertain Positive vs Negative Personal vs Organizational
- 37. 37 23/12/21 Both Positive (R+) & Negative (R-) Reinforcement Can Increase Behavior R+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future - You get something you want R- : a consequence that strengthens any behavior that reduces or terminates the behavior - You escape or avoid something you don’t want
- 38. 38 23/12/21 Good safety suggestion Joe! Keep bringing ‘em up! R+ R- One more report like this and you’re outa here!!
- 39. 39 23/12/21 P e r f o r m a n c e Time R+ The effects of positive reinforcement
- 40. 40 23/12/21 P e r f o r m a n c e Time P The effects of punishment
- 41. 41 23/12/21 Why is one sign often ignored, the other one often followed?
- 42. 42 23/12/21 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:
- 44. 44 23/12/21 Performance Motivatio n Selection - Can they do it Training - Do they know how Motivation Model Ability
- 45. 45 23/12/21 Performance Motivatio n Job Climate - Boss & Peer relationships, Work environment Selection - Can they do it Training - Do they know how Motivation Model Ability
- 46. 46 23/12/21 The Job Itself - Any fun, challenge Performance Motivatio n Job Motivational Factors Achievement, Promotion, Recognition, Responsibility Job Climate - Boss & Peer relationships, Work environment Selection - Can they do it Training - Do they know how Motivation Model Ability
- 48. 48 23/12/21 Average Reduction of Injury Frequency • Implementation of BBS • After 1 year 34% • After 2 years 44% • After 3 years 61% • After 4 years 71%
- 49. 49 23/12/21 Why Implement BBS? Safety is about people. Compliance is not sufficient. Consequences drive behavior. Motivating Performance Feedback
- 50. 50 23/12/21 Why Implement BBS? Truly proactive Broad awareness Deep Involvement Proven effective Transcends workplace safety
- 51. 51 23/12/21 Three Essential Questions What behaviors are being observed? Why are those behaviors present? Now What will be done to correct the system deficiencies?
- 52. 52 23/12/21 BBS Features Strengths / Weaknesses ►Peer to peer observation ►Supervisory observation ►Behavior audit ►Snapshot ►Software support ►Customized behavior inventories ►General behavior inventories ►Emphasis on skilled coaching and feedback
- 53. 53 23/12/21 Roles and Responsibilities ►Workers ►Observers / Supervisors ►Safety Staff ►Managers ►Safety Involvement Team
- 54. 54 23/12/21 Are You Ready for Behavior-Based Safety?
- 55. 55 23/12/21 Safety Culture Wheel 0 4 8 12 Leadership Systems & Processes Involvement Organizational Style Measurement & Accountability The ESPM Culture Wheel
- 56. 56 23/12/21 Rate Each Statement on a Scale from 0 to 3 0= Weakness 1=Some aspects covered 2=Could be improved 3=Strength
- 57. 57 23/12/21 Leadership ―Leadership commitment to safety is active, visible, and lively ―A clear and inspiring vision has been established for safe performance ―Safety is viewed and treated as a line management responsibility ―Safety is clearly perceived as an organizational value on the same level with productivity and quality
- 58. 58 23/12/21 Systems & Processes ―Supervisors and workers partner to find and correct systems causes of incidents. ―Communication systems are abundant, effective and flow well in all directions ―Training systems deliberately and systematically create competency for the right people at the right time ―Safe operating procedures and policies are clearly defined and communicated
- 59. 59 23/12/21 Involvement ―Workers are skilled at problem solving and decision making ―Labor and management work together to address safety systems issues ―Team orientation achieves involvement and cooperation ―Innovation, participation and suggestions are encouraged at all levels
- 60. 60 23/12/21 Organizational Style ―Trust and openness are the norm ―Positive reinforcement is used regularly ―Bureaucratic obstacles are removed ―There is formal and informal recognition for great performance at all levels
- 61. 61 23/12/21 Measurement and Accountability ―All levels of the organization have safety goals and process responsibilities clearly defined ―The process of achieving results is a key safety measure ―Performance reviews include accountability for safe performance at all levels ―Supervision is accountable to perform safety observations and feedback
- 62. 62 23/12/21 How Do You Deal with Safety? Leader ◆ culture that strongly values & supports EHS ◆ continuous improvement Follower ◆ compliance minded ◆ view safety as a legal responsibility with little or no value Gambler ◆ lack knowledge, resources, will to even achieve compliance ◆ manage safety with eyes closed and fingers crossed
- 63. 63 23/12/21 How Is Your Organization Managed? Safety must be in harmony with the way the organization is managed ◆ Do we want production and safety? ◆ Do we want production with safety? ◆ Do we want safe production? ▪ Goal: Efficient production which maximizes profit Integrated or artificially introduced program? ◆ How we do business - a state of mind that must become an integral part of each and every procedure in the company
- 64. 64 23/12/21 Behavior Based Safety Three major sub-systems to deal with: ◆ The physical, the managerial, the behavioral Identifying critical at-risk behaviors and the systems that support them At-Risk Behavior ◆ normal human behavior ◆ people reacting to their environment Deal with the causes of the at-risk behavior, not the behavior ◆ change the environment that leads to the at-risk behavior
- 65. 65 23/12/21 There is no one right way to achieve safe production in an organization. For a safety system to be effective it must fit the organization’s culture and it must: ◆Force supervisory performance ◆Involve middle management ◆Have top mgt. visibly showing their commitment ◆Have employee participation ◆Be flexible ◆Be perceived as positive Dan Petersen
- 66. 66 23/12/21 Are You Ready? LEADERSHIP Organization needs to be fundamentally prepared for it ◆ Success = taking on and resolving central organizational issues Major change initiative for most companies ◆ Change ▪ not easy ▪ often resisted w/ vigor and ingenuity ▪ failed change efforts create skepticism, cynicism and apathy Whether in production, quality, or safety the ultimate responsibility rests with leadership.
- 67. 67 23/12/21 Are You Ready? SYSTEMS Basic systems must be in place: ◆ Safety - AI, hazard recognition, recordkeeping, etc… ◆ Management - decision-making, inventory, budgeting, etc… ◆ Facilities/Equipment - design, maintenance, etc… If BBS is not integrated as a system it is likely to burn-out
- 68. 68 23/12/21 Are You Ready? INVOLVEMENT Engaging and sustaining employee involvement is the driving mechanism When employee involvement is not adequately engaged, BBS becomes just another program Management involvement is crucial ◆ often subvert implementation by not understanding BBS principles
- 69. 69 23/12/21 Are You Ready? ORGANIZATIONAL STYLE Must be functioning at a high level of effectiveness or be willing to address obstacles to high level functioning Effective organizational functioning includes: ◆ Communication ◆ Trust and credibility between management and workers ◆ Respect ◆ Vision
- 70. 70 23/12/21 Are You Ready? MEASUREMENT & ACCOUNTABILITY What gets measured gets done Clearly defined roles and responsibilities at every level ◆ Accountability v Responsibility Performance v Results Safety Director - a lot of responsibility, very little authority ◆ Not everyone is responsible for safety until they are held accountable
- 71. 71 23/12/21 Safety Observation Process Step 1: PLAN where and when to make observations and recall what to look for Step 2: OBSERVE worker behavior for safe and at-risk performance Step 3: COACH for improved performance by positively reinforcing or redirecting Step 4: RECORD what was observed, why it occurred, and now what will be done
- 72. 72 23/12/21 Step 1: PLAN Determine a time and place to observe Review the Observation Memory Jog-R (Tab 6) Review Feedback and Coaching Tips (Tab 7)
- 73. 73 23/12/21 Step 2: OBSERVE Snapshots of behavior Allow no distractions Observe people and surroundings Stop any at-risk behavior immediately Stop observing after 30 seconds or at-risk behavior is observed, which ever comes first
- 74. 74 23/12/21 Step 3: COACH Provide positive reinforcement (R+) if safe Coach by shaping behavior if at-risk Ignore what you saw Discipline
- 75. 75 23/12/21 Step 4: RECORD Anonymous, specific, timely Safe and At-Risk behaviors on Memory Jog-R What, Why, Now What Take Action
- 77. 77 23/12/21 Continuous Improvement Data Compilation Safety Involvement Team Problem solving Implement solutions Successful?
- 78. 78 23/12/21 OBSERVATION Reactive Behavior Personal Protective Equipment Specific Job Risks Tools and Equipment Safe Work Practices Ergonomics
- 79. 79 23/12/21 Reactive Behavior Adjusting PPE Changing position / Turning away Stopping work / Attaching safe guards Rearranging job
- 80. 80 23/12/21 Personal Protective Equipment Head gear Eye protection and face shielding Hearing protection Respiratory protection Arm and hand covering Foot and leg protection
- 81. 81 23/12/21 Specific Job Risks Strike against or caught Line of fire Fall, slip hazard Contact hot, chemical or electric Inhale or swallow hazardous substance
- 82. 82 23/12/21 Tools and Equipment Wrong for the job Used incorrectly In need of repair or maintenance Clutter & poor housekeeping
- 83. 83 23/12/21 Safe Work Practices Not defined Not known or understood Ignored or done poorly Not compatible with task
- 84. 84 23/12/21 Ergonomics Forceful exertions Awkward postures High repetition Long duration w/o rest
- 85. 85 23/12/21 Coaching and Feedback for the skilled observer
- 86. 86 23/12/21 Positive Reinforcement Give praise Explain why this behavior is right and/or safe Encourage continued behavior
Editor's Notes
- #6: In summary then, what is Behavior-Based Safety? It is…… (discuss each of these bullet points) Emphasize the last bullet point about being easy to understand but difficult to do. Aubrey Daniels has often said “If you think performance management (or behavior-based safety) is easy, you’re doing it all wrong!”
- #7: What Behavior-Based Safety is not…… elaborate on each point
- #23: Implementing change in organizations requires that management tap into the vast, underutilized talents of the people within the organization. In order to do that, management needs to understand the forces that drive human behavior. The three forces are: activators, competencies, and consequences. Activators precede behavior. If activators are effective then they get the right behaviors started. Competencies are the skills and abilities that people possess now or will need to posses in order to perform the desired functions. Competencies are demonstrated on the job in the form of behaviors. Consequences are the most powerful force. The consequences of a person’s actions determine whether he or she will continue or increase the desired behavior or discontinue or decrease it. The challenge is to use consequences in a strategic and honest way in order to create a win/win situation for everyone, not a win/win for some and a win/lose situation for others.
- #24: Behavior, in its simplest definition, is anything that you see a person do. Typing at a computer terminal is behavior. Driving a car is behavior. Playing a piano is behavior. Taking out the trash is behavior. Brushing your teeth is behavior. If you can see it, you are seeing BEHAVIOR. Because we can easily see most people’s behavior we can therefore count or measure behavior if we want to. If you are driving in a car with someone you can easily count how many times they went over the posted speed limit. You can count how many times they actually came to a complete stop for a stop sign. At work you can count how many people in a shop area are wearing safety glasses. You can count how many times a person performs a repetitious job in accordance with the recommended steps listed on a safe job procedure. You can count how many times forklift operators enter a semi-trailer without bothering to check if the trailer wheels are chocked or the trailer is restrained. Because behavior is both observable and measurable, we can therefore manage behavior. For example, if you were a truck driver’s supervisor and you were riding with him/her you could observe if they were driving at or below the posted speed limit. You could manage the at risk behavior of exceeding the speed limit through the use of warnings such as “Slow down, you are exceeding the speed limit”, or “If I see you exceed the speed limit again I’ll give you a written warning” (negative reinforcement), or “If you don’t go over the speed limit any more on this trip today, when we return to the terminal I will let you go clock out early” (positive reinforcement).
- #25: We often hear managers talk about an employee having a “bad attitude towards safety” or a “bad attitude about work in general” or that an employee “has a good attitude towards his/her job.” These statements reflect an overall perception that has been formed by observing a series of behaviors over time. Unfortunately they are not precise enough statements to allow us to pinpoint the specific behaviors that were being observed over time that led to this perception. You cannot see a person’s attitude. You can see his/her behaviors and form an opinion on what is causing that “attitude” but you can never be 100% certain that you are right. If our perception of a person’s attitude is based on our observation of his/her behaviors, remember that we just said that we can manage behaviors. If we can manage behaviors effectively enough we can get people to perform differently. If they perform differently long enough and are provided with positive reinforcement for their behavior changes, their attitude towards a particular work task will begin to change. How we manage behaviors will determine if that attitude change takes place quickly or slowly. If we use the technique of positive reinforcement we are likely to see the most rapid change. If we use mostly negative reinforcement and punishment we will probably see a slow change in attitude or perhaps very little change at all.
- #26: The ABC model of behavior change has 3 components that lend it it’s name: Antecedents (also frequently referred to as activators) are objects, people, sensory perceptions, or environmental stimuli that serve as the trigger for a particular behavior. For example, seeing a stop sign is a trigger for a driver to slow down and cover the brake before coming to a stop. Behavior, as we have already said, is anything that you are able to observe a person do - walk, sit, stand, grasp, lift, read, sleep, etc.. Consequences are what the person who performs the behavior perceives or actually receives when he/she demonstrates a particular behavior. Consequences can either reinforce behavior (leading to an increase in performance) or punish or work to make the behavior extinct (leading to a decrease in performance). We will cover these three components in more detail now.
- #27: Let’s look at the formal definition of activator. Can you give me some examples of activators? After you have given me the activator, tell me what behavior it triggers in you. I stress “in you” because what is an activator for you may not be an activator for another person. Examples of activators include: Stop sign Speedometer Car horn Alarm clock Signs: No Parking, Smile You Are on Radar, Caution, Danger Thin Ice Any training event A flat tire Ringing telephone Policy/procedure manual Suggestion box At a Cambridge Center for Behavioral Studies forum on Executive Leadership it was estimated that executives spend 80% of their time working on activators such as policy, strategy, planning, budgets, etc. If activators only set the stage for performance but don’t control it is this a good use of their time?
- #28: What does seeing the road sign on the top left cause you to do when you are driving? Does your behavior change when this activator is combined with another activator such as whether it is daylight or in the night time? When the roads are dry or icy? When you see dead deer by the side of the road in the area where these signs are placed? How about the sign on the top right? What does this cause you to do? Does it make a difference in your behavior if it is night or day? If you are driving in an area that you are familiar with and have passed this sign many times before or in a new, unfamiliar area? What about the speed checked by radar sign? Does this cause you to slow down? Turn up the volume on your radar detector? Trigger a memory of a recent speeding ticket that you got? Become more vigilant to scan the horizon for signs of unmarked or hidden police cruisers? And what about that Caution sign? Would that cause you to change your behavior? Become more aware of where you are walking? As we said earlier, activators only the set the stage for behavior - they don’t control it. The influence that an activator has on a person’s behavior is heavily dependent on the consequences that occurred in the presence of that activator in the past.
- #29: Let’s now look at the formal definition of BEHAVIOR. When we say ‘pinpoint’ what do you think we mean? A pinpoint is a specific description of a person’s behavior. For example, if you say you observed “someone working” that would not be a pinpoint. A pinpoint description of someone working might be “sitting at a computer terminal and typing data from paper copies into a software data spreadsheet”. A better pinpoint description might be “sitting at a computer terminal with proper workstation setup including 5 caster, adjustable chair with lumbar support, arms at about a 90 degree angle to the keyboard, feet flat on the floor, monitor placed between 37” and 43” high, and typing data from a properly positioned document holder into a software data spreadsheet.”
- #30: Here are some other examples of behavior - writing, going for a layup, checking cartons for proper contents, and reading. You could observe and measure these behaviors. Can anyone tell me what is going in the people’s minds? Can you tell me what their ‘attitude’ is?
- #31: A consequence always follows any given behavior. The consequence may not be obvious to the observer of the behavior but it is very much present for the person performing a behavior. Because consequences happen so many times a day and are so common, we have learned in many situations to ignore them. They have become automatic, natural consequences. What are some examples of typical consequences that follow specific behaviors? Behavior - coin in soda machine / Consequence - can of soda comes out Behavior - turn on the water faucet / Consequence - water comes out Behavior - pick up ringing phone / Consequence - you talk to other person Behavior - sit on the toilet / Consequence - you feel relieved Behavior - eat a 9 course meal / Consequence - you feel full Consequences can either increase or decrease the likelihood of that behavior occurring in the future. Can you give me some examples of consequences that increase the likelihood of future behavior? Decrease the likelihood?
- #32: Man on scale. The consequences of his getting on the scale may be that he is bummed out the rest of the day over how much weight he is putting on. On the other hand he may get on the scale and see that he’s lost a few pounds so he knows that he can go out for burgers and beers with the boys tonight! Crying child. Children quickly learn how to shape the behaviors of their parents. By crying the child’s consequences may be that Mom and Dad come running to soothe them, or try to bribe the child by saying they can stay up late and watch TV or that if they stop crying they will buy her a new toy tomorrow. These are all positive consequences for the child. What might be some negative consequences? Traffic cop. Usually we associate cops with negative consequences or punishment. The consequence for parking in a No Parking zone or for failing to feed the parking meter or for speeding may be a ticket. On the other hand for the police officer the consequences of this behavior may be highly reinforcing - a feeling of authority, power, got another bad guy. As you can see it is not easy to try and guess what the consequences of a particular behavior are for the person receiving those consequences. You generally have to ask.
- #33: Note: this overhead and the following one should be used by the instructor to develop a list of positive and negative consequences (as seen through the eyes of the sunbather, aggressive driver, battery handler, and errant parker). From this list the instructor will then use some of the consequences to perform an ABC analysis to gain a better understanding of why the behaviors may be occurring and how easy or hard it may be to change the behavior. Sunbathing: what are some of the consequences of this behavior? Let’s list them on the board under the headings of Positive and Negative. Some might be: Positive Negative Relaxing Hot sun Good tan says “healthy” Sand flies, sand and oils Perceived more beautiful Skin cancer potential increased Socializing with other sunbathers Traffic driving to beach Watch the hunks & babes Embarassed by my naked body Aggressive Driver: Positive Negative Feeling of power May get ticket or accident Forcing poor drivers off the road May get shoot by another motorist Teaching others how to drive Hard on car - brakes, gas, shocks
- #34: Key Concepts There are 4 types of consequences: 2 (positive and negative reinforcement) tend to increase behavior; 2 (extinction and punishment) tend to decrease behavior. Extinction (essentially there’s no consequence). Seldom used in business to decrease undesired safety behaviors, but commonly (unknowingly) used to decrease desired safety behaviors. Punishment: Very effective & essential -- there always will be behaviors which cannot be tolerated. We need to understand how the punishment affects the person being punished. WHEN WOULD YOU USE PUNISHMENT? Positive and Negative Reinforcement can both increase behavior, but Positive gives the benefit of discretionary effort. Positive Reinforcement is not necessarily always beneficial: it can increase undesired behavior as well (ex: peer support for violating safety rules) Consequences are negative or positive based upon receiver’s perception, not sender’s intent
- #35: Consequences influence behavior based upon three factors: timing, consistency, and significance. Significance is dependent on magnitude and impact. The different combinations of these factors will determine the likelihood of behavior increasing or decreasing in the future. Timing: Is the consequence immediate or does it happen in the future? For example, the consequence of putting your hand on a red hot burner on the stove is immediate - pain!! The consequence of not exercising for most of your adult life is not so immediate. Poor health in old age may come years down the road from now. Consistency: Is the consequence certain to happen or is there uncertainty? For example, if everyone who smoked cigarettes was guaranteed that by the time they had smoked their third cigarette they would have developed lung cancer, you’d have a lot less smokers. Because of the high degree of uncertainty of contracting lung cancer due to smoking, many people still smoke. Significance refers to whether the consequence is viewed as positive or negative by the person who receives the consequence. If I find that a friendly pat on the back by my boss is a positive stroke, another female co-worker may see that hand on her shoulder as a sign of sexual harassment - very negative. Significance means is the consequence of large or small magnitude and what impact does it have on the person receiving it.
- #37: Positive reinforcement increases the likelihood of future behavior because the person who receives the consequences gets something they want. Positive reinforcement maximizes performance. It is important to note that if you are the person who is delivering the consequence for another person’s actions (behavior) and what you are delivering would be positive if it were given to you, it may not be positive for the receiver. For example, you are the supervisor of an employee who has put in tremendous extra effort to get a project completed ahead of schedule and under budget. You want to provide some positive reinforcement to that person so you give him two tickets to the opera (which you love to attend). Unbeknownst to you the person hates the opera and would have preferred 2 tickets to the monster truck show. The 2 opera tickets may actually now be viewed as punishment. Negative reinforcement increases behavior because a person is trying to avoid or escape something they don’t want. For example as a supervisor you have a deadline to meet and it doesn’t look like the project will make it. You tell everyone on the project team that they will be expected to devote 2 nights a week and every Saturday for the next month to working more hours. Suddenly work gets caught up and the project is back on schedule. Negative reinforcement only gets you compliance!
- #38: Points to remember on positive reinforcement: 1. it is determined to be positive by the person receiving it 2. it must be delivered contingent on the desired behavior 3. it is the only way to maximize performance 4. anything is reinforcing to somebody, somewhere in the world nothing is reinforcing to everybody in the world Points to remember about negative reinforcement: 1. it gets you only enough improvement in performance to escape or avoid punishment 2. use of R- has negative side effects, such as escape and avoidance 3. R- never maximizes performance 4. it is only effective when it is followed by positive reinforcement One way to tell if you are using positive or negative reinforcement to drive performance is to remove the requirement for the performance and see if performance drops. If it does then you were using negative reinforcement. For example, you have a requirement to conduct weekly safety inspections by each supervisor in his/her department and you are currently getting 80% compliance. If you then say the weekly inspections are no longer required, although still a good idea, does the compliance rate drop off?
- #39: This chart is a graphical representation of the effects of positive reinforcement on performance improvement - rather dramatic. Planning and delivery of positive reinforcement is not a natural act for most people. Therefore we need to plan our use of R+ as well as provide R+ to those who use it. Everybody gets thousands of R+ everyday. Remember that R+ follows behavior and increases its frequency. Common errors in the use of R+: Forgetting that what is reinforcing to one person may not be reinforcing to another. You can’t reinforce a team - you can only reinforce the members. Vince Lombardi said “Nothing is more unequal than the equal treatment of unequals.” Not understanding the relationship between a behavior and a reinforcer. You may be trying to reinforce one thing but actually reinforcing another. See Dilbert comic about $10 paid for every software bug found and fixed. Forgetting that all reinforcement is immediate. Delayed reinforcement is called a reward. When there is a delay between behavior and its consequences you may get behavior that you don’t want to reward. The best supervisors spend significantly more time out on the floor. Supervision needs to be where the performers are. Not understanding that you need a high number of R+ to change a single behavior and make sure that change becomes truly embedded. Figuring that one R+ will do it!
- #40: This graph represents the effects of punishment for decreasing performance. With some safety problems the use of punishment is appropriate because you don’t have time to wait to begin applying positive or negative reinforcement. You need an immediate change in poor performance for the safety of the employee and others. What are some examples of punishment that have been used for dealing with safety problems? Some points to remember about punishment: P weakens or stops behavior P may cause undesired behaviors to increase P never solves the root cause of the problem P has many negative side effects, including hostility, fear, avoidance, escape, sabotage The person receiving the consequence is the one who determines if it is P, not the consequence itself
- #41: Think sign - this type of sign is often ignored because people naturally assume that they are always thinking that way. In the absence of any systematic job safety training they may not have been told the safe way so they improvise what they feel is the safe way. Lack of reinforcement from supervisors and co-workers about taking a few seconds to think things through - what are the hazards, how can I protect myself - before acting then becomes another example of extinction. While management may want employees to Think About Safety, lack of feedback and reinforcement causes that thinking habit to extinguish. The stop sign on the other hand is frequently obeyed because the consequences if you don’t stop are likely to be negative, immediate, and almost certain, particularly if you are in downtown Manhattan during the morning rush hour. If you are out in the back roads of North Dakota at 10 AM the benefits of driving right through without stopping may outweigh the remote possibility of another car being at the intersection and running into you. Past consequences - accidents, near misses, tickets - may be powerful. Lack of these three things - associated with stop signs - is more common. How many of us come to a complete stop - behind the stop sign at every intersection? How many of us come to a “rolling stop” where we slow down to 5 miles an hour, cover the brake and then blast on through?
- #42: Our challenge then is go from a negative reinforcement environment to a positive reinforcement environment. I am sure we would all like to see everyone at our workplace showing up for work because they want to, not because they have to just to receive a paycheck. The more we can increase the amount of discretionary effort expended by employees, the more rapidly we can tap into the reservoir of human potential that often lies dormant in most companies.