Exhibit 1. Using behavior-based methods to drive cross-functional performance improvement. (available in full paper)
Exhibit 2. Outline of topics. (available in full paper)

This talk will start with defining criteria for behavior-based safety, then discuss why it makes sense to lead a performance improvement effort with safety. Next, we will discuss crossing the bridge from safety to more generic performance improvement using organizational functioning as a core methodology. We will then give a concrete set of steps for using behavior-based methods to drive cross-functional performance improvement. And finally discuss case histories where companies have taken this approach.

Since everything under the sun these days is being referred to as "behavior-based safety" it is important to discuss criteria for the definition of the activity the author refers to as "behavior-based safety."

Exhibit 3. Integrated behavior-based safety. (available in full paper)

In the author's view the most effective way to approach behavior-based safety is as an integrated activity which is inter-disciplinary. It draws from not only applied behavior analysis, but quality management tools, organizational development tools, and safety and risk management. Applied behavior analysis provides a basis for understanding why people do the things that they do, but this is inadequate unless viewed within the context of overall managerial systems. Quality management tools provide information about how to involve employees, and the use of statistical methods. Organizational development provides information about how organizations function most effectively and how they change. And safety and risk management provide information about the analysis and understanding of hazards. When these four areas are brought together a powerful integrated methodology emerges.

Exhibit 4. Total engagement of all employees. (available in full paper)

Exhibit 4 illustrates the importance of involving and engaging all employees in the improvement process. In the early days of behavior-based safety emphasis was given to managers and supervisors, and then as the process evolved it emphasized involving front line employees, and presently the approach engages all levels of employees. This has been a natural kind of evolution, which has benefited the effectiveness of the overall process.

Exhibit 5. Basic four elements of behavior-based safety. (available in full paper)

Exhibit 5 shows the basic four elements of behavior-based safety. These are well known; however, the fourth element is least understood and most important to longevity. Companies need to understand the significance of using data gathered during observations to continuously improve the facility and the way work is done. I have written about this extensively in other places (Krause, Thomas R. 2001. Moving to the Second Generation in Behavior-Based Safety. Professional Safety May (in press).

Exhibit 6. What causes injuries? (available in full paper)

Exhibit 6 illustrates a traditional dichotomy in accident causation resulting in the view that "80–95% of accidents are caused by unsafe acts." This is not the most effective way to look at incident causation because it implies a false dicodomy between the action of worker and the facility, equipment and conditions of the work.

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