# Presentation: 173918

## Behavioral Safety Management

**Ronald R. Knipling**
**Jeffrey S. Hickman**
**E. Scott Geller**
***Presentation to the U.S. DOT***
***Human Factors Coordinating Committee***
**October 30, 2002**

## Topics

**Safety Management Overview**
**Behavior-Based Safety**
**Self-Management**
**On-Board Safety Monitoring**

## Topic 1:Safety Management Overview 

- TRB Synthesis Report onEffective Motor Carrier Safety Management Techniques

## TRB Commercial Truck & BusSafety Synthesis Program (CTBSSP)

**New TRB program funded by FMCSA**
**Managed under TRB Cooperative Research Programs**
**Three initial projects selected by panel:**
**CMV Security**
**Safety**** ****Management**
**Highway/Heavy Vehicle Interaction**

## Project Rationale

**Management science and safety science are mature disciplines.**** **
**Carrier safety is one of five major FMCSA R&T focus areas.**** **
**Carrier safety management review and synthesis will support FMCSA and industry-based initiatives. **

## Information Sources

**FMCSA**
**TRB panels and committees**
**Traffic safety organizations**
**Industry trade associations**
**Surveys:**
**Fleet safety managers**
**Other experts**

## Safety ManagementProblem Areas (“What”)

**Unsafe driving behaviors**
**HOS violations and fatigue**
**Operational factors (e.g., scheduling, dispatching, loading delays)**
**Driver health & wellness**
**High-risk drivers (all causes combined)**
**Vehicle maintenance**

## Safety Management Methods (“How”)

**Driver recruiting and selection**
**Carrier-based training**
**Management-driver communications**
**Driver safety performance evaluation**
**Safety incentives**
**Behavior-based safety**
**On-board safety monitoring**
**Event data recorders**

## Safety Management Methods (“How”) (Continued)

**Accident investigation. Improved driver scheduling and dispatching**
**Fatigue management programs**
**Carrier-based medical programs**
**Preventive maintenance and inspection**
**Advanced safety technologies**
**Industry-based safety standards and certification.**

## Project Schedule

**Final report:**
**Draft due on Dec. 15, 2002.**
**Final due on March 15, 2003.****  **

## Emerging Themes

**Safety management science and professionalism.**
**Individual differences/****high-risk drivers.**
**Behavioral approaches to change.**

## Topic 2:Behavior-Based Safety

- Portions of this presentation were adapted from
- E. Scott Geller’s
*The Psychology of Safety Handbook* (2001)

## Behavior-Based Safety (BBS)

**Behavior-Based Safety (BBS)**

**Method for changing industrial worker safety behaviors and outcomes**
**Combines principles of:**
**-Behavior modification**
**-Quality management**
**-Organization development**
**Key elements:**
**-Employee driven**
**-Continuous improvement process**
**-Focuses on changing behavior, not accident/incidents**

## BBS Track Record:

**BBS Track ****Record****:**

**Implemented at more than 1,000 sites worldwide**
**90% of companies adopting BBS continue**
**Average 5-year incident/accident reduction: ****62%**

## Total Safety Culture

## Focusing on Behaviors Can Reduce Injuries

**At-Risk Behavior**

**Near Miss**

**Minor Injury**

**Serious Injury**

**Fatality**

## The ABC Model Explains Why We Do What We Do

**A****ctivators**

**C****onsequences**

**B****ehavior**

**Direct**

**Motivate**

## The ABC ModelExplains Why People Speed

**B****ehavior**

## Direction Alone May Not be Sufficient To Maintain Behavior

## Some Consequences AreMore Powerful Than Others

- The MOST effective consequences are:
- Certain
- There’s a high probability you’ll receive the consequence
- Soon
- The consequence occurs immediately after your behavior
- Significant
- The consequence is significant or meaningful to you

## Some Consequences Weigh More Than Others

**Risky Behavior:****  **You're late and you speed 20 MPH over limit
**Consequences:**** **Save Time vs. Ticket

**Save Time**

**Ticket**

**Uncertain**

**Soon**

**Significant**

**Soon**

**Certain**

**Significant**

**Notes:**
At-risk behaviors are often more comfortable, convenient, and faster than safe behaviors
At-risk behaviors are often reinforced by the work culture
At-risk behaviors rarely result in negative consequences (e.g., injury,reprimand) powerful enough to discourage their performance

## Identifying Problems and Potential Solutions

**ABC Analysis helps us understand activators and consequences, and how they influence safety behavior.**

## Observation and Feedback Improves Safety-Related Behaviors

- Employees observe one another
- Observer follows checklist ofcritical safety-related behaviors
- Observer provides feedback to the observee
- Observer and observee problem-solve  to identify improvements.

## Observation and Feedback Continued

- Collect and compile observation checklists
- Graph collected data
- Review resulting information periodicallywith all employees
- Analyze and discuss resultsto identify follow-up actions.

## A Generic BehavioralChecklist Guides Observations

## Percent Safe by Behavioral Category Can be Graphed

## Benefits of Observation and Feedback

- Heightened awareness
- Receive recognition
- Learn through feedback
- Learn through observation
- Builds trust
- Employees design and led

- Increase commitment
- Builds trust
- Fosters communication
- Anonymous and  confidential
- Dynamic
- Non-directive
- Non-punitive

## Topic 3:Self-Management

## Need for Self-Management

- Employees who dislike feedback
- Employees with little oversight
- Solitary employees
- Dangerous situations

## Self-Management

**Individuals change their own behavior in a****goal-directed fashion by: **
**Identifying antecedents and consequences of at-risk behavior**
**Goal-setting**
**Social support**
**Observing and recording specific target behaviors.**
**Self-administrating rewards for personal achievements**

## Methods

_**Participants**_**--**dedicated short-haul truck drivers
**Pre-Behavior (n=21)--**drivers completed a CBC before leaving the terminal for the day
**Post-Behavior (n=12)--**drivers completed a CBC after returning from their deliveries for the day
_**Setting**_**--**trucking terminals in Eastern U.S.
_**Instrumentation**_**-***TripMaster Data Recorder*

## Dependent Variables

***Self-reported driving behaviors*****-**information on actual behaviors (Post-Behavior), or behavioral intentions (Pre-Behavior)
- Extreme braking
- Speeding
***Participation*****-**frequency of checklists received
***Driving behaviors from instrumented vehicles***
- Extreme braking
- Speeding

## Training

- Participants in the Post-Behavior and Pre-Behavior conditions received one, two-hour training session
- Self-report questionnaire
- Confidentiality & incentive/reward
- Rationale for self-management
- Consequence-focused (Post-behavior)
- Activator-focused (Pre-behavior)
- Goal setting using SMART
- Self-rewards
- Use of a critical behavior checklist (CBC)
- Group exercises

## Reward/Incentive

- Drivers received $1.00 for each completed CBC
- A raffle was be held at the end of the project. The winner was selected from all the completed CBCs.  Each winner received $50

## Driving Checklist

**Notes:**
Complete one CBC each day after/before your deliveries for the day
Place the CBC into the lock box
All dependent measures were obtained from in weekly progress reports
All self-recorded CBCs were collected from locked-boxes at each terminal by the site manager.  These CBCs were sent to CABS for entry, analysis, and storage

## Feedback

- At the beginning of each week, each driver received a sealed envelope with their individual driver number on it.**  **

## Overspeeding

## Extreme Braking

## Discussion

- Results suggest the self-management intervention was responsible for behavior change
- Not training
- Not increased attention towards safety
- Small gains, big wins
- Pre-Behavior
- Mean=1,669 total road hours/month
- 11.7 less hours speeding/month (140 hours/year)
- 16 less extreme braking incidents/month (192/year)

## Discussion con’t

- No long-term behavior change
- No self-persuasion
- Not enough time
- Incentive
- Extrinsic motivation
- Intrinsic motivation

## Topic 4:On-Board Safety Monitoring: A Macroergonomicand Behavioral Safety View

## Macroergonomics

**The study of the interface of the human to the job and organization.**
**Focus: the job’s “sociotechnical” system and its effect on workers;****e.g., motivation, job satisfaction, work culture, safety practices, and behavior. **

## On-Board Safety Monitoring

**Goal:  *****refine***** driver safety performance**
**OBSM applications include:**
**Speed**
**Acceleration (longitudinal and lateral)**
**Forward Headway**
**Alertness (e.g., PERCLOS)**
**Lane tracking (performance correlate of alertness) **
**Sleep (e.g., the actigraph).**

## On-Board Safety MonitoringChallenges

***Challenge #1:*****Achieving driver acceptance**
***Challenge #2:*****Avoiding compensatory risktaking.**

## Using OBSM Technologies forPerformance-Based Management

**Develop, validate, refine, and demonstrate technologies.**
**Benchmark levels of safe performance.**
**Implement as part of comprehensive behavioral safety management program.**
**Provide financial, social, and regulatory incentives for meeting benchmarks.**
**I.e., *****integrate technology into the job!***

## Elements of aMonitoring System

**Measure**
**Sensor**
**Algorithm(s)**
**DVI**
**Thresholded?****[i.e., a warning]**
**Continuous?**
**Summative?**
**Driver training**
**Other activators**

**Consequences**
**Immediate?**
**Post-trip?**
**Career?**
**Life and health?**
**Gov’t regulatory support?**

## Performance Enhancement Concept:Eliminate High-Risk Driving,and Improve All Driving!

**SAFE**

**Generalized**
** ****Improvement**

**Unsafe**
**Extremes**

**UNSAFE**

**Increasing Effectiveness**