Sharon Francis, Corporate Sales Assistant Manager - Royal Selangor Marketing, MalaysiaKeith did an excellent job in relating the key points to our daily task. It was certainly related to coaching. I am in a position to coach my direct reports on a daily basis. By attending this training, it has opened up my perception to be an effective and PRACTICAL coach cum colleague. Kexxel Group handled the event well. I liked what I saw and heard; no complaints here! |
This workshop aims to highlight effective applications to not only reduce significant injuries, but to prevent severe incidents. Behavior-based safety implementations will change your company’s safety culture, help make sure people do not get hurt, all while maintaining – and even increasing – productivity.
Dr Daniel J Moran
Former president of the Association for Contextual Behavioral Science
Speaker Profile
Daniel J. Moran, Ph.D., BCBA-D is a recognized behavioral psychologist, consultant, professional speaker, and founder of Pickslyde Consulting and the MidAmerican Psychological Institute. He has 20 years of experience in application of behavioral principles in clinical and business environments.
He has consulted for small tech start-ups to Fortune 500 companies, and presented thousands of hours of behavioral science and performance enhancement workshops on six continents and in all fifty of the United States.
“Daniel J Moran was very knowledgeable in Behaviour-Based Safety. The practical structure of it and the modules itself were well-written!”
Tan Chew May– Head (Culture Excellence), Petronas
“The training that was facilitated by Dr Daniel was very good. The knowledge on safety provided in the training was very informative and enlightening.”
Ismadi Jaffar – Manager (HSE Risk), Tenaga Nasional Berhad
“Daniel Moran is very knowledgeable on the course’s subject matter. One of the main take-away of the event is that the knowledge gained during the course of the event can be applied in my organization!”
Ahmad Rashide Mustapah – Engineering General Manager, Weststar Aviation Services Sdn Bhd
“Daniel is a very knowledgeable trainer who has good theories on implementing BBS in real life scenarios.”
Razali Bin Che' Rose – Head of Department Health, Safety, Security & Environment, Projek Lebuhraya Usahasama Bhd
“The ideas presented during the training are very useful and I find that to be the main strength of the event!”
Jinikol Gusting – HSE Delivery & Engineering Manager, Sarawak Shell Berhad
Day 1
Module 1: 21st Century Behavior-Based Safety Basics
21st Century Behavior-Based Safety (21CBBS) is a highly effective process for reducing incidents and injuries, and we will review the overarching principles of a successful 21CBBS implementation. We will discuss the problems with traditional safety programs, and learn how to enhance your company’s approach to safety with 21CBBS. Dr. D.J. and other modern safety scientists understand that the traditional approaches that are still around in the 21st century need to be altered or replaced. This workshop will highlight the current science and help advance safety approaches and make your company’s approach more multidimensional. We will investigate:
Why traditional programs fail
The application of BBS in various work environments
The traditional view of Heinrich’s Safety Triangle
The weakness of Heinrich’s Triangle
The difference between “risk” and “hazard”
Why safety shortcuts are so prevalent
The distribution between how people get hurt because of risky behavior versus hazardous conditions.
Why organizations need to focus on behavior
The 3 Crucial Components of BBS
Exercise: You will review the elements of your own organization’s current safety efforts, and look for areas of improvement.
Module 2: Observation & Feedback - Starting with the Power of Positivity
The applied behavioral sciences have given us valuable, evidence-based tools for increasing safer actions on the worksite. We will discuss the foundation of the applications, and highlight the two most important elements to a 21CBBS process: observation and feedback. Properly observing the behavior of workers, and giving them positive feedback can significantly accelerate their safety performance. Behavior-based safety and Severe Incident Prevention implementations are built from the science of behavior analysis, which champions the ideas of observation and feedback. Dr. D.J. is a Board Certified Behavior Analyst and celebrated behavioral scientist who will teach you:
The principles of a behavioral analysis as applied to safety
What an A-B-C investigation adds to safety
Why managing performance consequences is so important
The reason safety training and safety signs are not very influential on people’s behavior
Why observation and feedback are essential for increasing the rate of safety actions
How to identify and describe specific safety behaviors
The importance of observation and feedback in the worksite
Exercise: You will experience how people respond to different methods of feedback, and notice how positive feedback has the best impact on people in the workplace.
Module 3: Leveraging the Influence of Observation and Accountability
Observation and feedback is the heart and soul of the behavior-based safety process. Training workers to professionally observe their colleagues can remarkably change a safety culture and diminish the injury rates in a company. When executed appropriately, observation and feedback interactions can be highly influential on worker’s actions, and perhaps more importantly: on creating safer work environments. Dr. D.J.’s approach to 21CBBS never blames the worker for injuries because a person’s behavior is never the root cause of incidents. Observation and feedback will not only help your company improve worker’s habits on the job, but also the methods, hygiene, and hazard mitigation on the worksite. We will discuss how to perform effective safety observations, and more importantly, we will introduce how workers can give positive feedback to their colleagues. In this module, you will learn:
How to perform an effective observation
What is a 21CBBS observational checklist
How to create pinpointed and relevant checklists for observations
Options for designing behavioral checklists
The need for an incident analysis in order to create safety checklists
How to involve all employees in designing safety checklists
Who does the O&Fs
The 6 Key Features of a solid 21CBBS process
Exercise: You will design a prototype observation checklist specific to address your organization’s safety challenges.
Module 4: A Deeper Dive into Positive Feedback
Once workers are observed, the immediate consequences to their actions are going to have a major impact on whether they continue to act safely in the workplace. How feedback is delivered, and how it can be effective on groups and individuals is a building block for a successful 21CBBS process. In this module, Dr. D.J. will discuss appropriate methods of individual recognition for safety behaviors and also discuss how to have group celebrations to reinforce the company’s success at meeting key performance indicators. In this module, you will learn:
The whys and hows of Individual Recognition
The whys and hows of Group Celebrations
When feedback should be given publically or given privately
How to make public displays of safety outcomes
The 6 Key Features of a solid 21CBBS process
Socially-appropriate conversational skills for colleague interactions
Dealing with controversial reactions to feedback
Exercise: Using prototype checklists, audience members will practice how to give feedback for safe and at-risk behaviors on the worksite.
Module 5: The Backbone of the 21CBBS Process - The Safety Committee
The foundation of all successful 21CBBS implementations is the safety committee. When a group of committed workers gather to be champions for safety in an organization, solid results begin to occur. The 21CBBS Safety Committee organizes the framework on the process, and motivates participation by networking with employees, supervisors, and upper management. Essentially, the safety committee members are the leaders of the implementation, and when they dedicate themselves to their responsibilities, world-class safety can be achieved. In this module, we will discuss safety committees, and:
What are the members’ responsibilities
Who should participate on the committee
How do they develop the checklists
What do they do with the submitted checklists
What kind of data collection process are available
How do they perform individual recognition
How do they perform group celebrations
Exercise: You will join the audience in experiencing the basic processes and responsibilities of members of the safety committee.
Module 6: Leadership Commitment and Strengthening Safety Culture
Applied behavioral science tells us that all workers can be leaders in safety. Leadership is not measured by status in the organization, but influence on other people. Having solid impact on other people’s behavior requires training and skillfulness. In this module, we will discuss:
The rudiments of leadership
Why effective leaders need to go beyond verbal support and simple budgetary funding of safety
How upper management effectively leads a 21CBBS implementation
The use of leadership checklists
The 21st century approach of Building Leadership
Commitment™
How to create a culture that supports concern for fellow employees
How to begin talking to leaders about 21CBBS
Exercise: You will create the leadership checklist for your organization, and also your own safety champion checklist for yourself.
Module 7: Severe Incidents are Not Accidents
Thankfully, the industrial sector has effectively reduced injuries on the worksite over the last several decades. Unfortunately, the industrial sector’s methods have not led to a reduction in major catastrophes and fatalities. We will review the very important data related to this problematic trend, and discuss the how applied behavioral science can reduce the hazards and at-risk actions going on in your organization. In this module, we will discuss:
The definition of severe incidents
Examples of major catastrophes in the industrial sector
The 7 organizational barriers to preventing severe incidents
Expanding Heinrich’s safety triangle to create a more
multidimensional approach to analyzing safety concerns
The preconditions to human error
Exercise: You will analyze your company’s organizational barriers for preventing severe incidents, and how they are putting people’s lives and the environment at risk.
Module 8: Reducing the Risk of Severe Incidents with Behavioral Science
While severe incidents have not been reduced over the last several years, behavioral science can assist in mitigating risk. The principles of behavior-based safety can integrate with process safety, and markedly reduce the potential for catastrophe. In this module, you will learn:
How a Failure Mode and Effects Analysis can help mitigate risk
James Reason’s Model of “Accident” Causation
How Heinrich’s famous safety triangle is incomplete
A précis in root cause analysis
The 8-step Proven Process Improvement Model
How to integrate behavior analysis with process safety
How the use of BBS checklists can help reduce severe incidents
Exercise: You will create a checklist for your company in order to focus on preventing severe incidents, and highlighting the at-risk behaviors and environmental hazards that need to be addressed.
Module 9: Case Studies: Focusing on Root Causes of Major Catastrophes
In order to truly address severe incidents, safety professionals must learn that significant problems are multiply-caused. We will outline the root causes of infamous severe incidents and discuss what can be done to address the problems so that they do not happen again in the future. Properly formulated observation & feedback application, plus the committed oversight of a safety committee can assist in mitigating the risk of major catastrophes. We will investigate the following incidents:
Exxon Valdez
Three Mile Island
The Texas Fertilizer Explosion
The Hyatt Walkway
Chernobyl
Several other incidents can be discussed depending on interest
Exercise: You will analyze the contributing factors to major tragedies in human history, and discuss how those problems could have been prevented. You will also begin to integrate the ideas of root cause analysis with applied behavioral principles that can lead your companyto better Severe Incident Prevention techniques.
Module 10: Wrapping Up and Q&A
This two-day training will be packed full of information. A review of behavioral science, behavior-based safety, leadership, and severe incident prevention will simply summarize all of the topics, and we will aim to integrate these topics into a practical approach that you can bring back to your organization, so you can reduce incidents and injuries while improving productivity and public relations for your company. In this module, we will cover:
How to create a culture that supports concern for fellow employees
How to begin talking about Behavior-Based Safety and Severe Incident Prevention to your colleagues
Questions and Answers to help you leave the workshop well-satisfied with this learning experience.
Safety representatives, senior leaders, managers, supervisors, line officers as below:
Vice Presidents, Directors, General Managers, Team Leaders
Safety Managers, Supervisors and Engineers
HSE Professionals and Safety Auditors
Site/Plant/Factory/Operations Managers
Maintenance Engineers and Managers
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