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Fundamental elements should guide decision making
BEHAVIOR-BASED SAFETY (BBS) has gained acceptance within many industries as an important component of ongoing SH&E initiatives. Based on the science of applied behavior analysis, BBS now has an established history of reducing the growing load on profitability caused by safety issues. In fact, BBS processes have decreased incident rates by as much as 70 percent or more in organizations throughout the world (Sulzer-Azaroff and Austin 18).
As a result, the question is no longer, "Should we use BBS?" but "Which BBS system will provide the most bang for the buck?" The challenge now is learning how to separate effective plans from those that are not truly rooted in the behavioral sciences. A few guidelines can help decision makers choose a quality technology that delivers results. Being aware of some fundamental elements is the first step. These elements include an inclusive plan for all employment levels; candid information regarding hits and misses; streamlined process as opposed to paper-heavy applications; and balanced projections on potential results. Decision makers should also seek out specialists who possess a thorough knowledge of applied behavior analysis and its applications in various work settings. In addition, company executives must be able to objectively analyze the existing corporate culture to determine whether the organization is ready to institute a process based on measurement, accountability and positive recognition.
Flexibility & Alignment
With an initiative as crucial as achieving optimal safety, an organization's decision makers must realize that a quality BBS implementation is not a program, but an integrated management "process." Corporate leaders who believe that the time and effort involved in using a BBS process positively impact business will select a process that is not presented as a stand-alone procedure.
The best process includes detailed plans for involving all employee levels-from executive ranks to frontlines. It should also involve analysis of work structures; examine conflicting priorities; and include a design for aligning every work process with the safety process as interlocking systems. For example, a process with a nonintrusive observation method that does not force employees to stop ongoing tasks throughout the day is desirable. The process should also be flexible enough to include self observation and/or peer observation and data collection, and be easily applicable...