A behavioral observation and feedback process is a very effective means of reducing injuries and incidents in the workplace. By observing and providing feedback, peers encourage safe rather than at-risk work practices of one another. In addition, the data collected provides a leading metric predictive of downstream safety performance. However, a behavioral observation and feedback process is just one tool that applies principles of psychology to encourage an improved safety culture. In fact, without a positive (or improving) safety culture, an observation and feedback process is likely to meet limited success.
Traditional safety management systems and activities (e.g., incident and near-miss reporting, incident analyses, safety meetings, safety committees, safety accountability processes, safety reward and recognition programs) can undermine efforts to improve the safety culture. Ineffective or counterproductive systems should be identified and modified.
This paper reviews a behavioral observation and feedback process and discusses the tool's broader purpose of influencing an organization's safety culture. Next, the paper reviews some principles from the field of psychology which underlie the observation process and illustrates, through real-world example, how these principles should also influence the design of other safety management systems. Finally, the paper presents a strategy for assessing and modifying traditional safety systems so they support the achievement of a Total Safety Culture.
A behavioral observation and feedback process is a tool designed to encourage safe work practices and discourage at-risk work practices. Using simple but effective observation techniques, employees periodically observe each other's work-related behavior. Following a brief observation period, the observer gives tactful one-on-one feedback regarding safe and at-risk behaviors recorded on a "critical behavior checklist". Giving permission to be observed increases a worker's mindfulness about safe work practices. In addition, the one-on-one feedback can provide information to the individual, pointing out a risky behavior he or she was unintentionally performing. Or, it might provide social support by encouraging peers to take the time and make the effort to perform the behavior safely.
In many cases, however, feedback alone is not sufficient to eliminate an at-risk work practice. Often, at-risk behaviors are encouraged or even required by the work environment. For example, improper lifting practices may be necessary because of the layout of a particular workstation. Using a metal ladder for electrical work may be facilitated if fiberglass ladders are needlessly inconvenient to get. In these cases, changes to the work environment should be made to reduce barriers to safe work. Therefore, a critical component of an observation and feedback process is for the observer and observee to analyze the work situation and determine the contributing causes of any at-risk behaviors and define opportunities for improvement.
