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POSITIVE INFLUENCE

Applications of Behavioral Technology Before BBS: Part 2

Behavior-based safety (BBS) processes, borrow heavily from the science of behavior analysis, using behavioral tools to decrease at-risk behavior and increase the frequency of safe behavior.Many behavioral tools, included in but also in addition to those used in BBS, enable organizations to influence the behaviors that drive overall business success. Part 2 offers suggestions about how to capitalize on the skills, time, and investment you've made in Behavioral Technology through the implementation of BBS.

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Advances in BBS Observational Tactics

A common complaint among companies that have been implementing behavior-based safety is that, over time, there is a distinguishable loss of interest – among all employees – leaders, managers, supervisors, and frontline employees. The robust energy exhibited in the first few months has deteriorated; the observations, meetings, and interest have devolved into a monotonous routine.

At every conference I hear BBS champions and Safety Managers voicing the same request: “Do you have any ideas about how we can give our BBS process a ‘shot in the arm?’” BBS processes in which observers are enlisted voluntarily suffer more conspicuously than companies that have institutionalized their BBS process as a job requirement and a “condition of employment.”

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Applications of Behavioral Technology - Before BBS: Part 1

Behavior-based safety (BBS) processes, borrow heavily from the science of behavior analysis, using behavioral tools to decrease at-risk behavior and increase the frequency of safe behavior. Many behavioral tools, included in but also in addition to those used in BBS, enable organizations to influence the behaviors that drive overall business success. In fact, the tools of behavioral technology have been applied in a wide variety of business and industrial settings, consistently improving human performance by at least 20 to 30 percent.

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Reviving a Struggling Behavior-Based Safety Process: Use Observational Capability to Improve Quality and Productivity

Sooner or later you hit the wall; your process becomes routine…your observers are going through the motions…they may be pencil whipping out of boredom. Employees have lost interest; it is getting harder and harder to keep the steering committee interested in meeting.

Anyone who is involved in Behavior-Based Safety (BBS) for any length of time is going to go through this down cycle and hear other companies voice these same complaints. The answer is too simple to get much attention: Apply trained observer skills in other areas of organizational performance.

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