Selfmanagement to increase safe driving among shorthaul truck drivers

1
Self-management to increase safe driving among
short-haul truck drivers

• Hickman Geller, in press

2
Overview

• Economic impact of vehicle crashes was about 230
  billion in 2000
• Speeding was a contributing factor in 29 of
  fatal crashes in 2000
• Self management is a process where individuals
  change their own behavior by
• Manipulating antecedents
• Observing and recording specific target behaviors
• Self-administering rewards for achievements
• (see also chapter on self-management in ODonohue
  and Krasners Theories of Behavior Therapy)

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Self-Management Process

• 6 steps
• Identify one or more target behaviors
• Establish a baseline using self-monitoring, along
  with identification of antecedents and
  consequences associated with targets
• Selecting a goal that is specific, motivational,
  attainable, relevant, and trackable (SMART)
• Selecting a strategy to promote behavior change
• Self-observing and self-recording the target
  behavior to measure progress
• Administering self-rewards

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Importance of Current Study

• Few studies have examined self-management of work
  behavior
• In safety, self-management is important, as its
  hard to arrange observations for many occupations
• In addition, some people do not like to give or
  receive feedback.
• If we were to find a way to change behavior that
  did not involve observation by others and
  feedback, it would be well-accepted.

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Method

• N33 drivers
• 2 groups
• Pre-behavior group (n21)
• Post-behavior group (n12)
• DVs
• Participation measured as percentage of s-m
  sheets completed
• Extreme braking braking incidents that
  resulted in a decrease in speed greater than or
  equal to 7 mph/sec divided by of ppts.
• Overspeed minutes spent traveling at a speed
  greater than 63 mph/total driving minutes

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Independent Variables

• 1. SMS Training and education
• Rationale for SMS
• Importance of antecedent/consequence-focused
  self-intentions
• Identification of As and Cs associated with
  at-risk and safe driving
• Goal setting
• How to administer self-rewards
• How to use the self-monitoring form, with group
  exercises
• How to interpret data on a bar graph
• Instructions about the incentive/reward condition
• A brief quiz to assess understanding
• A demographic survey (name, age, gender,
  experience, etc.)

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Independent Variables (contd)

• 2. Self-observations
• Observations conducted once per day
• Estimated the percentage of times they would (or
  did) drive overspeed and the number of times
  they would engage in extreme braking
• Pre-behavior group did this before starting the
  day
• Post-behavior group did this after completing the
  day

8
Independent Variables (contd)

• 3. Individual feedback
• Each ppt received a memo stating incentive
  earnings, and a bar graph comparing the data
  he/she reported to the actual data from his/her
  truck for the week.
• 4. Incentive/reward
• Each ppt received 1 per s-m form completed and
  returned
• There was a lottery wherein 2 winners were
  selected at the end of intervention to receive a
  50 cash prize
• Design 2-group ABA with multiple baseline design
  across groups

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Results

• Post-behavior group completed more forms than
  pre-behavior group
• Sig decreases in overspeed for both groups when
  IV was applied
• Sig increases in overspeed for both groups when
  IV was removed
• NS for extreme braking for pre-behavior group
• Sig effects for extreme braking for post-behavior
  group

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McSween Ch 19-20

• Self-observation is most appropriate when
• Employees work in small crews (2-3 emps)
• Employees are extremely resistant to peer
  observations
• Typically, self-observation processes ask 3
  questions
• Whats my job?
• Identify critical behaviors
• How am I doing?
• Develop a sampling strategy (co-worker could
  prompt self-observation)
• Challenge how to trigger the sampling?
• Whats in it for me?

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Steps in Implementing a Self-Obs Process

• Select a safety rep from each group
• Trigger the daily observations
• Collect, summarize, and post the data
• R for participating in the process
• Create an index
• Develop a sampling process
• Post the self-observation data
• Provide group and individual recognition

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Ch 20 Steering Committee

• Most effective with 5-8 members
• Design team is 8-12 may need to decreasing this
  number for steering team
• Recommended term of office 1-2 years
• No more than 2 new members start at a time
• Training for the Steering Committee (they need to
  know how to)
• Identify, encourage, and reinforce safe work
  behaviors by all employees
• Present safety data to other employees in
  meetings as feedback and lead goal
  setting/celebration activities
• Assess whether the process is remaining true to
  its values
• Make effective use of time and resources in
  meetings

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Responsibilities

• The steering committee must
• Manage process measures
• Employee involvement
• Data analysis and improvement projects
• Manage behavioral safety measures
• Are people behaving more safely?
• Manage safety results and outcome measures
• Analyzing injuries (add items to checklist
  preventing the future)
• Know the steering committee functions (pp 180-181)