Achieve a Total Safety Culture with Continuous Improvement



People-Based Safety:

Gaining and Sustaining Participation

for Injury Prevention

E. Scott Geller, Ph.D.

Alumni Distinguished Professor, Virginia Tech

Senior Partner, Safety Performance Solutions

FinCor Solutions

Webinar

May 19, 2010

610 N. Main Street

Suite 228

Blacksburg, VA 24060

Phone: (540) 951-7233

Fax: (540) 951-0723

safety@

E. Scott Geller, Ph.D. is a Senior Partner of Safety Performance Solutions, Inc. – a leading-edge organization specializing in behavior-based safety training and consulting. Dr. Geller and his partners at Safety Performance Solutions (SPS) have helped companies across the country and around the world address the human dynamics of occupational safety through flexible research-founded principles and industry-proven tools. In addition, for more than three decades, Professor E. Scott Geller has taught and conducted research as a faculty member in the Department of Psychology at Virginia Polytechnic Institute and State University, better known as Virginia Tech. In this capacity, he has authored more than 350 research articles and over 75 books or chapters addressing the development and evaluation of behavior-change interventions to improve quality of life.

His recent books in occupational health and safety include: The Psychology of Safety; Working Safe; Understanding Behavior-Based Safety; Building Successful Safety Teams; Beyond Safety Accountability: How to Increase Personal Responsibility; The Psychology of Safety Handbook; Keys to Behavior-Based Safety from Safety Performance Solutions; The Participation Factor; People-Based Safety: The Source; and People-Based Patient Safety: Enriching your culture to prevent medical error; coauthored by Dave Johnson. His latest book is entitled Leading People-Based Safety: Enriching your culture, and was recently published by Coastal Training Technologies Corporation.

Dr. Geller is a Fellow of the American Psychological Association, the American Psychological Society, and the World Academy of Productivity and Quality Sciences. He is past Editor of the Journal of Applied Behavior Analysis (1989-1992), current Associate Editor of Environment and Behavior (since 1982), and current Consulting Editor for Behavior and Social Issues, the Behavior Analyst Digest, and the Journal of Organizational Behavior Management.

Scott Geller’s caring, dedication, talent, and energy have helped him earn a teaching award in 1982 from the American Psychological Association and every university teaching award offered at Virginia Tech. In 1983 he received the Virginia Tech Alumni Teaching Award and was elected to the Virginia Tech Academy of Teaching Excellence; in 1990 he was honored with the all-university Sporn Award for distinguished teaching of freshman-level courses; and in 1999 he was awarded the prestigious W.E. Wine Award for Teaching Excellence.

Dr. Geller has written more than 100 articles for Industrial Safety and Hygiene News, a trade magazine used by more than 75,000 companies. He has collaborated with Tel-A-Train Inc. and J.J. Keller and Associates in the development of various training series, which include videotapes, workbooks, and facilitators’ guides. For these innovative and creative works, beginning with a 1995 nationally renowned seminar series-Actively Caring for Safety-the Society for the Advancement of Behavior Analysis awarded Dr. Geller for the Effective Presentation of Behavior Analysis in Mass Media.

Dr. Geller and his colleagues at SPS have worked with numerous organizations, both public and private, to tailor training and implementation efforts related to the psychology of safety. Past customers include both small and large organizations representing manufacturing, chemical processing, transportation, and service industries, including: Allied Signal, American Standard, ARCO Chemical, AT&T, Bayer, Bechtel, BF Goodrich, BHP Cooper, Cargill, Coca-Cola, Champion International, Chevron, Corning, ExxonMobil, Eli Lilly, Ford, General Motors, Georgia-Pacific, Hercules, Hewlett-Packard, Koch Refining, Leprino Foods, Lockheed, Lucent Technologies, Monsanto, Pacificorp, Power Bar, Rohm and Haas, Solutia, Textron, 3M, Toyota, Union Pacific Railroad, Wal-Mart, Westinghouse, Westvaco, and Weyerhaeuser.

Dr. Geller has been the Principal Investigator for more than 75 research grants that involved the application of behavioral science for the benefit of corporations, institutions, government agencies, or communities in general. Both government agencies and corporations have funded his research including: the National Science Foundation; the National Institute for Occupational Safety and Health; the U.S. Department of Health, Education, and Welfare; the U.S. Department of Energy; the U.S. Department of Transportation; the National Highway Traffic Safety Administration; the National Institute on Alcohol Abuse and Alcoholism; the Centers for Disease Control and Prevention; General Motors Research Laboratories; the Alcoholic Beverage Medical Research Foundation; and the Virginia Departments of Energy, Transportation, Litter Control, Agriculture and Commerce, and Welfare and Institutions.

In 2001, Virginia Tech awarded Dr. Geller the University Alumni Award for Excellence in Research. In 2002, the University honored Scott Geller with the Alumni Outreach Award for his exemplary real-world applications of behavioral science, and in 2003 Dr. Geller received the University Alumni Award for Graduate Student Advising. In 2005, E. Scott Geller was awarded the statewide Virginia Outstanding Faculty Award by the State Council of Higher Education, and

Virginia Tech conferred the title of Alumni Distinguished Professor on him.

Seven Common Mistakes Slow

Safety Progress.

1. Slogans and incentive programs stifle upstream investigation.

2. Goals are set on the destination (outcome) rather than the journey (process).

3. Safety metrics focus on failure rather than success.

4. Fault finding is more common than fact finding.

5. We look for one root cause of an injury.

6. We attribute more blame to individuals than systems.

7. Language like "accident" suggests we're not in control.

People-Based SafetyTM Adds

Three “E” Words for Safety.

Engineering

Education

Enforcement

Emotion

Empathy

Empowerment

Traditional Safety Addresses Three

Domains but not Completely.

[pic]

People-Based SafetyTM Activates and Motivates Empowerment.

(adapted from Bandura, 1997)

SMART Goals are Empowering.

S pecific

M otivational

A chievable

R elevant

T rackable

The Behavioral Approach

Promotes Ten Guidelines.

1. Appreciate the Principles.

2. Use Behavioral Language.

3. Link Results with Process Behaviors.

4. Appreciate the Impact of Changing One Behavior.

5. Recognize the Power of Behavioral Accountability.

6. Give Behavior-Based Feedback.

7. Learn by Observing the Behavior of Others.

8. Examine Consequences to Improve Behavior.

9. Facilitate Intrinsic Reinforcement.

10. Realize the Disadvantages of Punishment.

The “DO IT” Process Promotes

Continuous Improvement.

[pic]

Distinctions Between BBS & PBS

Behavior-Based Safety

• Only Observable Behavior

• Stimuli “Trigger”

Behavior

• Interpersonal

Coaching

• Habits are Ideal

• Thinking Not Addressed

• External Factors

Only

• Other-Directed Accountability

• Perceptions Not

Addressed

• Personality Not

Considered

• Attitudes Not

Addressed

People-Based Safety

• Observables and Unobservables

• Choice is Critical

• Interpersonal and

Self-Coaching

• Mindful Fluency is Best

• Thinking is Addressed

• External and Internal Factors

• Self-Directed Responsibility

• Perceptions are

Addressed

• Personality is

Addressed

• Attitudes are

Addressed

People-Based SafetyTM is About ACTS.

Acting

Coaching

Thinking

Seeing

The Letters of "Coach" Sum Up a Critical Process for Improving Behavior.

Care

Observe

Analyze

Communicate

Help

Self-Persuasion is Key to

Long-Term Behavior Change.

1. Self-Persuasion is Defined by Self-Directive Behavior.

2. The More Outside Control, the Less Inside Control.

3. The More Obvious the External Control, the Less the Self-Persuasion.

4. Mild Threats Influence More Self-Persuasion.

5. Large Incentives Can Hinder Self-Persuasion.

6. Perceived Choice Enhances Self-Persuasion.

7. Perceived Choice is Greater When Working to Achieve Success than When Working to Avoid Failure.

The Seven Habits of Highly Effective

Safety Leaders

1. Make safety personal and build trust.

2. Promote success seeking.

3. Focus on proactive process.

4. Set empowering goals.

5. Realize the power of behavior-based feedback.

6. Facilitate self-accountability.

7. Promote actively caring and interdependence.

Five Person States Influence

Actively Caring for Safety.

Interdependency is the Ultimate

Paradigm for a Total Safety Culture.

[pic]

|Dependent |Independent |Interdependent |

|Top-Down |Bottom-Up |Empowerment |

|Condition of Employment |Personal Commitment |Team Commitment |

|Safety for OSHA |Safety for Self |Safety for Others |

|Disincentives for Outcomes |Incentives for Outcomes |Recognition for Behavior |

|Environment Focus |Behavior Focus |Environment/Behavior/Person |

|Fault Finding |Fact Finding |Systems Thinking |

|Safety is Important |Safety is a Priority |Safety is a Value |

|Quick Fix |Eventual Fix |Continuous Improvement |

A Culture Profile for ___________

Please mark an S (for self) above the number that reflects your personal view or perspective of yourself within your work group. Then place a G (for your work group) above the number to reflect your opinion of your work group position between the two extremes. There is no right or wrong answer, and all responses will be anonymous. Please note that the “S” and “G” can be associated with the same number (i.e., receive the same score).

Underwhelmed 0 1 2 3 4 5 6 7 8 9 10 Overwhelmed

(not enough to do) (too much to do)

Act Reactively 0 1 2 3 4 5 6 7 8 9 10 Act Proactively

(do it when it’s needed) (do it before it’s needed)

Use Personal Talents 0 1 2 3 4 5 6 7 8 9 10 Use Personal Talents

Ineffectively Effectively

Talk About People’s 0 1 2 3 4 5 6 7 8 9 10 Talk About People’s

Weaknesses Strengths

Doing Just Enough 0 1 2 3 4 5 6 7 8 9 10 Going Beyond the Call of Duty

Focus on Present 0 1 2 3 4 5 6 7 8 9 10 Focus on the Future

(administer the process) (build the business)

Communicate 0 1 2 3 4 5 6 7 8 9 10 Communicate

Ineffectively Effectively

Consider People As 0 1 2 3 4 5 6 7 8 9 10 Treat People as Individuals

Objects or a Means

to an End

Work Independently 0 1 2 3 4 5 6 7 8 9 10 Work Interdependently

Focus on Avoiding 0 1 2 3 4 5 6 7 8 9 10 Focus on Seeking

Failure Success

Low Trust in Coworker’s 0 1 2 3 4 5 6 7 8 9 10 High Trust in Coworker’s

Abilities Abilities

Low Trust in Coworker’s 0 1 2 3 4 5 6 7 8 9 10 High Trust in Coworker’s

Intentions Intentions

Low Stress 0 1 2 3 4 5 6 7 8 9 10 High Stress

Apathetic 0 1 2 3 4 5 6 7 8 9 10 Energetic

12 Paradigm Shifts for an

Actively-Caring Culture

• From managing behavior to leading people

• From behavior-based safety to people-based safety

• From other-directed accountability to self-directed responsibility

• From blaming others to asking “what can I do?”

• From reactive outcomes to proactive processes

• From failure avoiding to success seeking

• From being overwhelmed to feeling empowered

• From efficient communication to effective conversations

• From considering people as objects to treating people as individuals

• From common sense to empathic listening

• From the “Golden Rule” to the “Platinum Rule”

• From independent to interdependent

-----------------------

•

1. I can do it and it will work.

2. I’m motivated to make it work.

3. I can and want to do it.

4. I want to make a difference.

4

2

3

1

Outcome-Expectancy

“It is worth it”

Self-Efficacy

“I can do it”

[pic]

Response-Efficacy

“It will work”

Belonging

“I’m a team player”

People-Based Safety

Traditional Safety

•

•

•

Belongingness

“I belong to a team”

•

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