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November 10, 2014

Behavioural Safety

Behavioural safety information and resources

Behavioural safety plays a significant role in helping avoid accidents and ill-health at work.

Behavioural safety is the application of behavioural research on human performance to the problems of safety in the workplace.

Behavioural safety is changing unsafe behaviour into safe behaviour

Everybody who works to reduce accidents in the workplace is concerned with human behaviour as, according to the HSE website, up to 80% of accidents are often attributed to human error.‟

Two approaches to behavioural safety

There are two basic approaches to improving the human factors in safety: 1) changing the way people think and feel to change behaviour; or 2) directly address the behaviour to get people to do the right things at the right time. The first is encapsulated in ‘hearts and minds’ campaigns, while behavioural safety processes address the second. Many believe the issue is binary: adopt one or the other.

Which works best? No quantitative evidence is available to show the hearts and minds approach positively impacts safety performance. Conversely, numerous published studies show quantifiable impacts on injury reduction from behavioural safety approaches.                    

Both approaches attempt to engage employees in safety. Engaged employees are five times less likely to be hurt, and seven times less likely to experience an LTI[i],[ii], however, changes in a person’s values, beliefs, and attitudes have to come from within. Based on a person’s self-evaluation showing the tangible effects of desired outcomes, this is uncertain and takes a long time to affect behaviour[iii]. Depending on the person’s commitment to change it also takes between two to eight months of consistent performance for behaviour(s) to become a habit[iv]. Importantly, engaging work-groups in safety, rather than individuals, leads to greater behaviour change and incident reduction

.

Regardless, many safety professionals fail to consider the power of the prevailing situation when attempting behaviour and attitude change[vi]. In safety, this often means the presence of human error traps[vii], system faults, physical hazards, poor communications, lackadaisical safety leadership, etc. Optimising the situation optimises behaviour. For example, there is compelling evidence that completing corrective actions to eliminate hazards (i.e. change the situation) leads to an average 21% change in people’s safety behaviour[viii]. In turn, the behaviour change can be the precursor for belief and attitude changes[ix],[x].

Scientific research shows that any safety improvement initiative is doomed to failure if it does not concurrently address: 1) the way people think and feel about safety; 2) people’s safety behaviour, and 3) the prevailing situation. So the question arises: why does a large portion of the safety profession ignore the opportunities presented by this tri-partite approach?

Behavioural safety articles

Exploring behavioural safety criticisms

Can behavioural safety directly reduce accidents at work? Dom Cooper looks at common assumptions and approaches to behaviour-based change. 

Will re-elected Donald Trump prove a wolf in sheep’s clothing for US workers?

Dr Ivan Williams Jimenez, Senior Policy and Public Affairs Manager at IOSH shares his thoughts on US President-elect Donald Trump’s impending term.

The inside track: What to expect from your health, safety, or wellbeing audit

Phil Pinnington at British Safety Council discusses workplace audits and why being open to ongoing review can keep employees safe, healthy and happy overall.  

Local authority vows to improve safety standards

The Royal Borough of Kensington and Chelsea (RBK&C) has committed to driving up safety standards following extensive criticism by the Grenfell Tower inquiry phase 2 report.

Hydraulics and pneumatics: Differences and safety considerations 

Dakota Murphey discusses nuanced differences between hydraulic and pneumatic power focusing on its distinct protective measures. 

No, it’s not ‘the system’ – You, are the system

Dr Leandro Herrero, Chief Organisational Architect at The Chalfont Project, discusses system behaviours at work and what impact its redirection could make on culture.

‘On trial’ – An immersive experience

Tim Marsh reflects on a recent mock trial, and its tangible impact after a workplace incident.  

Case study illustrates importance of proactive employers in supporting employees’ psychosocial risks

The critical responsibility that employers have in managing psychosocial risks effectively in the workplace was illustrated in a presentation by Andrew Sanderson, Partner at law firm Fieldfisher.

From zero harm to infinite value: Could a simple formula change safety thinking?

Karen J. Hewitt, Founder of Leaderlike says there’s a fine line between influencing safety thinking and being counterproductive.

A perfect storm? Personal safety in the intolerance epidemic

Are we sleep walking into a new risk environment borne out of societal intolerance, and where does the issue sit in health and safety’s remit?

Personal Safety Technology: Are we ready for the new risks?

Explore how industries are adopting innovative solutions to protect employees both on and off the clock, from advanced apps to AI-driven tools, emphasizing proactive measures to ensure safety and wellbeing in an unpredictable world

Using data to battle exposure

Tim Marsh analyses the data and around PPE.

Speaking the right language: Getting leadership buy-in

In the countdown to Safety & Health Expo 2024, Dee Arp, NEBOSH Chief Quality Officer, shares a peek into the content of her seminar session at the event.

Pittman: Your Partner in Protecting People, Places, and Property

Workplace safety is essential in today’s industrial environments. Whether you’re managing a construction site, warehouse, or office, ensuring the protection of your people, property and assets is crucial. Pittman® specialises in providing practical and dependable safety solutions tailored to various industries.

New safety leadership institute ready to stage inaugural event in London

In Berlin in March this year a new Institute was launched to drive progress in safety leadership, and next month it will hold its first event in London.

The “Garden Shed” model of housekeeping

Tony Roscoe at Implexis Consulting says safety culture in construction can begin with tidiness. 

Lithium-ion batteries a ‘real’ fire risk, survey suggests

Webinar surveys reveals that 16% of 450 organisations, including NHS sites, have had a lithium-ion battery fire incident.

Why Health and Safety Compliance Software is Vital in the UK Construction Industry

Health and safety compliance software has become an indispensable tool for ensuring that construction companies meet their legal obligations, protect workers, and enhance operational efficiency. Here’s why this technology is so vital for the UK construction industry.

The Compliance Managers Guide: Transition from manual paper-based systems to dedicated software tools

Managing compliance can be time consuming, especially if you’re still using spreadsheets and sharing forms made in word docs, but it doesn’t need to be.

Short-term fix? Mental Health First Aiders

Duncan Spencer at IOSH analyses the legal position and impact of Mental Health First Aiders in the workplace.

Critically deconstructing OSH narratives

Dom Cooper analyses assumptions in common safety management methods.

[i] Harter, J K., Schmidt, F. L. , Killham, E. A., & Asplund, J. W (2006). Q12® Meta-Analysis. Gallup Consulting;

[ii] Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage: HR’s strategic role. HR magazine, 52(3), 1-11.

[iii] Rothman, A. J. (2000). Toward a theory-based analysis of behavioral maintenance. Health Psychology19(1S), 64.

[iv] Lally, P., Van Jaarsveld, C.H.M., Potts, H. W.W. & Wardle, J. (2010). How are habits formed: Modelling habit formation in the real world. European Journal of Social Psychology, 40, 998–1009.

[v] Cooper, M.D. (2009). Behavioral Safety: Process Design Considerations. Professional Safety, 54 (2), 36-45.

[vi] Cooper, M.D. (2000). ‘Towards a Model of Safety Culture’. Safety Science, 32 (6), 111-136.

[vii] Cooper, M.D. & Finley, L.J. (2013). Strategic Safety Culture Roadmap. BSMS, Franklin, IN

[viii] Cooper, M.D. (2010). Safety Leadership In Construction: A Case Study. Italian Journal of Occupational Medicine and Ergonomics: Suppl. A Psychology, 32(1), pp A18-A23.

[ix] Pettigrew, T. F. (1998). Intergroup contact theory. Annual Review of Psychology, 49(1), 65-85.

[x] Cooper, M.D. & Phillips, R.A. (2004). Exploratory analysis of the safety climate and safety behavior relationship, Journal of Safety Research, 35, 497 – 512.

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