Behaviour Influence Model

If only we could write a prescription that results in desired work behaviours without fail.  Several Behaviour Based Safety programs offer to assist organizations with increasing predictable safe work behaviours.  While there are differences in the methodologies of such programs, the common thread is a belief that recognition of desired work behaviours increases those behaviours and that ignoring and allowing negative work behaviours undermines a positive safety culture.  According to the BBS experts, three factors determine an individual’s behaviour: Antecedent (what triggers a response); Behaviour, and; Consequence.  Generally, their theory is that positive consequences (recognition) multiply that behaviour and that negative consequences (reprimand) extinguishes that behaviour.

Yet, in the field of personal development the authors usually prompt individuals to examine their Life Experiences, Values and Attitudes, along with Training and Competence as a basis to build on.  It’s kind of a “learning and building through understanding” approach, coupled with examples of how other people have achieved success.  This is evident in personal development courses such as: The Art of Negotiating with Anyone; Influence: Building, Using, Sustaining, and; Increasing Human Effectiveness II.  It is a “thinking and application” process for an individual.  This would appear to be at the opposite end of the spectrum compared to a behavioural based approach.

In my work as a safety professional I have learned that the Life Experience of an individual is probably the greatest predictor of their behaviour.  If an individual has learned that not following the rules is okay as long as the outcome meets expectations, then that behaviour will be practiced in the workplace unless there is supervisory intervention.  The second greatest predictor of behaviour is the organizational culture and standards in the workplace.  When an organization demonstrates the importance of safety by management involvement and consistent policies and practices, workers will then believe that safety is important and participate in the safety program.  Over time workers in this type of work environment will accept safety as a personal value (instead of someone else’s).

With these points in mind I prepared a simple illustration below that interconnects Life Experience with the precepts of Behaviour Based Safety.  In today’s field of safety management we have the benefit of knowledge based programming.  Yet, when one topic of knowledge is applied without consideration of life experience, it is not possible to achieve superior safety performance.

My belief is that by applying an understanding of human motivation and performance, coupled with clear work instructions along with effective coaching and supervision, improved and sustainable safety performance will result.

Written by:

John Boerefyn, CRSP, CHSC

Partner – OASYS Safety Consulting Inc.