Behavioral Safety Management

1
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

2
Topics

1. Safety Management Overview
2. Behavior-Based Safety
3. Self-Management
4. On-Board Safety Monitoring

3
Topic 1Safety Management Overview

• TRB Synthesis Report onEffective Motor Carrier
  Safety Management Techniques

4
TRB Commercial Truck BusSafety 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

5
Project Rationale

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

6
Information Sources

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

7
Safety ManagementProblem 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

8
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

9
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.

10
Project Schedule

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

11
Emerging Themes

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

12
Topic 2Behavior-Based Safety

• Portions of this presentation were adapted from
• E. Scott Gellers
• The Psychology of Safety Handbook (2001)

13
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

14
BBS Track Record

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

15
Total Safety Culture
16
Focusing on Behaviors Can Reduce Injuries
Fatality
Serious Injury
Minor Injury
Near Miss
At-Risk Behavior
17
The ABC Model Explains Why We Do What We Do
Activators
Motivate
Behavior
Direct
Consequences
18
The ABC ModelExplains Why People Speed
Behavior
19
Direction Alone May Not be Sufficient To Maintain
Behavior
20
Some Consequences AreMore Powerful Than Others

• The MOST effective consequences are
• Certain
• Theres a high probability youll receive the
  consequence
• Soon
• The consequence occurs immediately after your
  behavior
• Significant
• The consequence is significant or meaningful to
  you

21
Some Consequences Weigh More Than Others
Significant
Uncertain
Soon
Ticket
Significant
Certain
Soon
Save Time
Risky Behavior You're late and you speed 20 MPH
over limit Consequences Save Time vs. Ticket
22
Identifying Problems and Potential Solutions
ABC Analysis helps us understand activators and
consequences, and how they influence safety
behavior.
23
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.

24
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.

25
A Generic BehavioralChecklist Guides Observations
26
Percent Safe by Behavioral Category Can be Graphed
27
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

28
Topic 3Self-Management
29
Need for Self-Management

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

30
Self-Management

• Individuals change their own behavior in
  agoal-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

31
Methods

• Participants--dedicated short-haul truck drivers
• Pre-Behavior (n21)--drivers completed a CBC
  before leaving the terminal for the day
• Post-Behavior (n12)--drivers completed a CBC
  after returning from their deliveries for the day
• Setting--trucking terminals in Eastern U.S.
• Instrumentation-TripMaster Data Recorder

32
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

33
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

34
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

35
Driving Checklist
36
Feedback

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

37
Overspeeding
38
Extreme Braking
39
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
• Mean1,669 total road hours/month
• 11.7 less hours speeding/month (140 hours/year)
• 16 less extreme braking incidents/month
  (192/year)

40
Discussion cont

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

41
Topic 4On-Board Safety Monitoring A
Macroergonomicand Behavioral Safety View
42
Macroergonomics

• The study of the interface of the human to the
  job and organization.
• Focus the jobs sociotechnical system and its
  effect on workerse.g., motivation, job
  satisfaction, work culture, safety practices, and
  behavior.

43
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).

44
On-Board Safety MonitoringChallenges

• Challenge 1Achieving driver acceptance
• Challenge 2Avoiding compensatory risktaking.

45
Using OBSM Technologies forPerformance-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!

46
Elements of aMonitoring 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?
• Govt regulatory support?

47
Performance Enhancement ConceptEliminate
High-Risk Driving,and Improve All Driving!
SAFE
UNSAFE
Generalized Improvement
Unsafe Extremes
Increasing Effectiveness