As I prepare to implement a Behavior-Based Observation Process (BBOP) for a client, I am dusting off some of my old training content and postings. I had used this material since 1994 when I implemented Actively Caring as my first BBOP, and it is still my favorite model today. Although we have blended some other features into our own site-specific BBOP(s), the core of our BBOP is still entrenched in these principles.
Initially, the core elements of behavior modification interventions are described, followed by a six-step guide to behavioral change. Behavior modification programs have three main elements:
- Pinpointing of relevant behaviors – carefully specifying the behavior(s) to be changed and directly measuring behavior
- Analyzing the behavior and specifically focusing on the antecedents and consequences as consequences (e.g., the type and frequency of feedback we receive) have a powerful impact on determining our behavior. What occurs before the behavior (the antecedents) can also have a very important impact (e.g., training, goal-setting, communication of company policy).
- Emphasis on evaluation – rigorously evaluating whether the behavior has changed as intended and whether the change was due to the intervention or other factors.
Behavior modification interventions vary depending on the organizational setting, the target population, and the behaviors to be changed. The three core elements form a six-step intervention process:
- Establishing the desired result or output (e.g. GOALS) of the activity or the individuals under examination
- SPECIFYING CRITICAL BEHAVIORS that influence the performance of the area to be improved
- Ensuring that the individual(s) can perform the desired behavior
- Conducting ABC analysis on the current and desired behavior, and where necessary, altering antecedents
- Altering the consequences IMMEDIATELY following the desired behavior
- Evaluating the impact of altering the consequence on the behavior and the desired result
This six-step process can be used to analyze and promote any critical health and safety behavior.
Step 1: Establish the Desired Result
The first step in any behavioral change process is establishing the desired results or outputs from the group of individuals in question. It is essential to be clear about what you are trying to achieve because it is impossible to judge success if you do not know this. An example of the desired result in health and safety is increased compliance with safety procedures and rules, which would be demonstrated through improvements in independent audit and inspection results.
Step 2: Specify Critical Behavior
Once the desired result is specified, the behaviors necessary to achieve this result need to be established. When specifying the desired behaviors, it is essential to remember that behaviors are tangible and observable; they are NOT beliefs, attitudes, or subjective. These Behaviors need to be DEFINED PRECISELY.
Statements like: “demonstrates that they are committed to safety” are too general. Specifying the actual behaviors required to demonstrate commitment to safety is vital.
A useful way of identifying critical behaviors is to examine what behaviors differentiate effective employees from those less effective ones. These behaviors need to be stated as POSITIVE ACTIONS as opposed to a lack of action (e.g., “adheres to all rules and procedures” instead of “does not violate procedures.“) Although this may seem like a difference in semantics, it is a critical difference, as it is possible to achieve the latter by doing nothing, which means it is NOT a behavior. This pitfall can be avoided by applying the “DEAD MAN TEST” developed by Dr. Ogden Lindsley in 1965, which states:
“If a dead man can do it, it is not behavior, and you should not waste your time trying to produce it.”
NOTE: This is a nice paper looking into the concept of the “Deadman Test.” (CLICK HERE for an opposing view)
Although this may seem like common sense, it is surprising how many safety goals violate this rule. For example, a common organizational safety goal is ZERO ACCIDENTS, which violates the dead man test, as dead men never have accidents.
It is essential to SPECIFY CRITICAL BEHAVIORS that positively enhance safety.
In addition to positive actions, behaviors must be
- observable,
- measurable, and
- reliable
It is sometimes argued that many important behaviors are not observable, but this cannot be the case, as, by definition, ALL behaviors are observable, even if the behavior is only observed by the actor.
If it is not something that can be observed, it is not a behavior!
Once something can be observed, it can be measured; even if a behavior is not happening, it can be measured as “the measure is zero.” It is essential that the behavior can be MEASURED RELIABLY if behavior change is going to occur.
The most effective way of TESTING RELIABILITY is to compare the results of INDEPENDENT observers observing the same behavior. If they come up with the same result, then their measurement of the behavior can be said to be reliable.
These three criteria (observability, measurability, and reliability) can be achieved through a detailed description of the specific critical behavior.
Step 3: Establish that the Target Group can Perform the Behavior
The target individual or group MUST CONTROL THE CRITICAL BEHAVIOR for a behavioral intervention to work. If the behavior is not within their control, then it will not be possible for them to alter their behavior. If they are not able to perform the behavior, then changes will be required to
- the environment, systems, equipment, or
- the individual through training
This is where the Human Factors comes into play!
Step 4: Conduct ABC Analysis
ABC analysis is conducted on the desired behavior and the current behavior to identify its ANTECEDENTS and CONSEQUENCES.
Alter the Antecedents
If this analysis reveals that the antecedents for the desired behavior are not in place, then this will need to be addressed. Antecedents are essential and necessary to enable the individual to perform the behavior; therefore, all individuals who may be required to perform this behavior will require these antecedents. For example, following an accident, an organization mandated that all employees above 6′ wear a safety harness. In effect, this meant that all process operators would need to wear a safety harness occasionally but had not received training on how to use it. A subsequent incident revealed that process operators were not using the harness CORRECTLY, and it was providing limited protection.
Analyse Consequences
The ABC analysis involves rating the consequences of the desired and undesired behavior regarding
- Timeframe,
- Predictability, and
- Significance
An effective way of ensuring that the consequences for the individual are identified is to involve individuals who perform the behavior in the analysis. The process of identifying consequences needs to be conducted in an open environment where participants can highlight negative consequences (punishments) for performing the desired behavior.
Step 5: Alter Consequences to Reinforce Desired Behavior
The ABC analysis identifies the consequences driving the current behavior, highlighting the areas requiring change. The intervention will involve providing more SOON, CERTAIN, and POSITIVE CONSEQUENCES for the desired behaviors or removing these consequences from the undesired behavior.
In reality, a mixture of both will be required.
Step 6: Evaluate the Impact of Intervention
Assessing the program’s effectiveness requires establishing the level of behavioral change and change in the desired result following the INTERVENTION. In practice, this involves comparing the target group’s output and behavior following the intervention with the baseline measure to establish the degree of change.
