1、Behavior Based Safety Observation安全观察指导安全观察指导August 2011BBS is important because.基于行为的安全重要是因为95%of injuries are caused by unsafe behaviour 95%的人身伤害由不安全的行为所导致aim of BBS is to influence peoples future safe and unsafe behaviour 基于行为的安全是为了影响人们未来的安全及不安全行为This is tough because unsafe behaviour on the part
2、 of an individual results in 这是困难的，因为个人的不安全的行为导致positive consequences(or the avoidance of negative consequences)nearly always 积极的后果（或避免了消极的后果）几乎总是几乎总是negative consequences eg first aid injury very rarely 消极的后果，例如：紧急救助事件 很少出现很少出现strongly negative consequences eg recordable injuryalmost never 非常严重的消极后
3、果，例如：可记录伤害 几乎从不几乎从不The same behaviour can lead to a near miss,a first aid injury or a recordable injury 相同的行为可能导致未遂事件、紧急救助事件或一起可记录人身伤害p(injury)=f(number of at-risk behaviours)p(伤害)=f(处于风险中的行为数量)must get to the bottom of the safety pyramid 必须到达安全金字塔的底层To influence behaviour,consequences should be soo
4、n,certain and significant 为达到影响行为的目的，后果应该是立刻立刻、确定确定及显著显著的。People respond to actual rather than intended consequences 人们回应实际实际的而不是预期中的后果。ABC Model ABC 案例SAFETY EXCELLENCE 安全业绩优异安全业绩优异B=behaviour 行为 What we say or do 我们所说或所做 Can be directly observed 可直接观察A=activators 行动激发因素 Get behavior started 促进行为的开
5、始 objectives,rules,or statements 目标，规定或言论 safety meetings 安全会议 Consequences have four times more impact on behavior than activators后果对行为的影响是行动激发因素的四倍后果对行为的影响是行动激发因素的四倍Stop doing so many activators and start doing more consequences!减少大量的行动激发因素，增加更多的后果！减少大量的行动激发因素，增加更多的后果！Activators 行动激发因素Behaviour 行为
6、Consequences 后果C=consequences 后果 Follow on from behavior 由行为随之带来 Encourage or discourage future behavior促进或抑制未来的行为 Things that happen as a result of your actions 你的行为可能带来的后果 Pain 痛苦 words of thanks,praise,support,or concern 感谢的话、赞扬、支持或担忧 a bollocking 责备Behaviour Based Safety Observations基于行为的安全观察The
7、 art to effective interventions is to take time to observe 进行有效制止的艺术就是花时间去观察观察We suggest that observations should last for 10-15 minutes which feels like a long time-but we coach people to not“jump in”我们建议观察事件应持续10-15分钟，似乎是较长的一段时间-但我们指导人们不要“过分投入”The observation needs to focus on behaviour ie what pe
8、ople are doing 观察中需关注行为，即人们所正在做的Once the behaviours to question or reinforce have been identified,discussion can begin with those being observed 一旦发现了有疑问或需要加强的行为，可与被观察者展开讨论Consequences must always follow 一定要持续地跟进后果A quality check process is needed to ensure that interventions are having an impact on
9、 future behaviour 需要质量检查程序，以确保观察中采取的制止行动对未来的行为起到影响。This sounds easy but its not!这听起来容易，其实不然！Safety Observation Coaching安全观察指导安全观察指导TRAINING GOALS 培训目标培训目标 To clarify the concept of safety observation.澄清安全观察的概念 To enhance observers knowledge 提升观察者的知识水平 To improve safety observation effectiveness.改善安全
10、观察的有效性CAMPAIGN TEAM 竞赛小组竞赛小组 Super-Champions 超级冠军超级冠军 Champions 冠军冠军1.Yang SZ 杨尚智2.Li XJ 李学俊3.Chen J 陈峻4.Chen YF 陈颖峰5.Lang SS 郎树山6.Li HQ 李洪泉7.Wang HX 王厚祥8.Zhang DH 张冬红9.Mu Z 牟征Brian Ablett 安博雷Low WH刘伟豪Zhuang XD 庄晓东EXPECTATION 期望期望Master.then,coach others先自己掌握然后，指导他人WHAT IS THE PLAN计划的内容是什么计划的内容是什么 E
11、ach super-champion will buddy 3 champions for three weeks.每位超级冠军将在3周内作为3名冠军的伙伴。Rotate team members weekly.小组成员每周轮换Initial focus on Maintenance and PMG 最初关注检维修和项目部 Observation must be documented to be discussed by all every Wednesday at 1000 hrs.观察的结果必须记录，每周三每周三10:00大家进行讨论 At the end of each cycle,ch
12、ampions become trainers for next layer of supervision.每轮周期末，冠军将培训下一层监管人员 When training completed,targets are set and observations captured by HSE and shared in MLT 培训完成后，设定目标，由HSE部汇总观察结论并在生产领导小组中共享Back-upBox 1-The place to be 盒子1 希望看到的情况When I observe you doing something right,Ill let you know it th
13、ere and then.(Well done,Keep up the good work etc.)当我观察到你所做得正确，我会在当时在现场就告诉你。(做的好，继续努力做好工作等)Box 2 盒子2When I observe you doing something wrong because there are obstacles,Ill remove them.(Its our Problem)当我观察到你做得不对是因为存在阻碍时，我会帮你移除阻碍。(这是我们的问题)Box 3 盒子3When I observe you doing something wrong because you
14、 didnt understand the risks,Ill explain.(Its our problem)当我观察到你做得不对是因为你不明白风险时，我会向你解释。(这是我们的问题)Box 4-Not the place to be seen at.盒子 4 不希望看到的情况When I observe you doing something wrong and you know its wrong,expect negative consequences to happen.当我观察到你做得不对，并且你知道这样做不对，期望消极后果的发生。Its your problem.这是你的问题这
15、是你的问题The refinery manager doesnt want unsafe people in his back yard.炼油厂经理不希望厂区内有存在不安全观念和行为的人员。INFLUENCE BEHAVIOUR BY USING CONSEQUENCES利用后果影响行为利用后果影响行为Doing nothing is not an option “不能什么都不做不能什么都不做”The use of consequences to influence behaviour is a very powerful tool.We all know how gratifying it
16、is when someone acknowledges your efforts.It lifts your morale and encourages you to continue working in the same manner.A short,sharp rebuke also has a powerful effect on the individual or team.Box 1 盒子1Box 2盒子2Box 3盒子3Box 4盒子4Observe 观察观察Behaviour 行为Meets yourstandards?达到你的标准？No否Yes是Good job,well
17、done好极了，做得好Ill make it easier for you to do it right.我会帮助你更容易地做好这件事I need you to understand and recognise the hazards我需要你理解并识别危害You have chosen to ignorethe risks.You are a hazardto your self and others.你已经选择忽视风险。你对自己及他人来说是危险的。Create Positive Consequences for Desired Behavior 为期待的行为创造积极后果为期待的行为创造积极后
18、果Remove Negative Consequences for Desired Behavior 为期待的行为移除消极后果为期待的行为移除消极后果Influence Risk Perception 影响风险认知影响风险认知Create Negative Consequences for Undesired Behavior为不希望出现的行为创造消极后果为不希望出现的行为创造消极后果III IIIIVSafety Excellence Behaviour Strategies 取得优异安全绩效的行为策略取得优异安全绩效的行为策略Behaviour Based Safety Observati
19、on基于行为的安全观察利用后果影响行为是非常有丽的工具。我们都明白自己的付出得到别人认可时多么让人满足。它鼓舞了士气，激励你继续努力。简短、尖锐的指责对个人和团队有着强烈的影响作业现场观察表作业现场观察表日期：时间：观察者：部门：装置单元：区域：观察作业:工作小组：观察到的安全行为次数：观察到的不安全行为次数：观察到的安全行为（积极）观察到的安全行为（积极）后果后果 观察到的不安全行为（消极）观察到的不安全行为（消极）后果后果对关注程度的审核 给予注意 没有注意 足够注意 不够注意（LTA）观察者所写后果举例：观察者所写后果举例：A.对于不安全不安全行为（消极行为）（消极行为）：潜在可能会造成
20、轻微伤害或损失的低风险行为带来的后果：1.口头沟通（警告，告知主管）并建议采取安全行为；2.再次去现场确认采取安全行为。如不安全行为依然存在，停止个人采取 不安全行为，并与各方沟通；3.经与个人主管协商同意，进行处分。潜在可能会造成死亡、严重伤害或重大损失的高风险行为带来的后果：1.停止个人采取不安全行为，并立即与各方沟通；2.从员工的身份证获取信息，以使联合石化、承包商监管者或伙伴经理采取 适当行动；3.再次去现场确认采取安全行为。如不安全行为依然存在，那么，与承包商 工人解除合同，并对联合石化员工进行处分。B.对于安全安全行为（积极行为）（积极行为）：1.口头感谢及鼓励；2.再次去现场确认
21、采取安全行为。如安全行为依然存在，那么，给予奖励；3.在奖励过程中邀请直接主管或伙伴经理 15Low领导者常常忽略运用整个范围中的后果，但却接受两个极端的后果(提醒与处分 或 奖励)，很少使用中间范围的后果目标:4 积极到 1 消极每个人的肯定主管的肯定工作绩效主管指导主管绩效审查正式处分一次不止一次多次违规接受或决定改进否认否认增强积极影响管理层的肯定增强消极影响诚实的错误有意无视可意识到的缺陷粗心大意经常注意自身的安全注意每个人的安全一次几次提醒讨论可记录的绩效讨论口头警告书面警告最后书面警告解除劳动合同口头感谢小礼品奖励奖品总经理/副总经理认可绩效等级提升升职主管认可主管讨论总裁班子奖励
22、后果模型后果模型LowLeaders often do not apply consequences across the full range but accepting the two extremes(quiet word vs.discipline or recognition award)with very little in the middleTarget:4 positive to 1 negativeEveryone RecognitionSupervisor RecognitionPerformanceSupervisor CoachingSupervisor Perfor
23、mance ReviewFormal Disciplinary ActionOne TimeMore Than One TimeMultiple ViolationsAcceptance&Commitement To ImproveDenialIncreasing Positive ImpactManagement RecognitionIncreasing Negative ImpactHonest MistakeWilful DisregardConscious ShortcutCarelessnessAlwaysLooking Out For Own SafetyLooking Out
24、For Everyones SafetyOne TimeSeveral TimesQuiet WordDiscussionDocumented Performance DiscussionVerbal WarningWritten WarningFinal Written WarningDismissalThanksSmall GiftRecognition AwardGM/DGM RecognitionRanking IncreasePromotionSupervisor RecognitionDiscussion by SupervisorOOP AwardConsequences model
