One of the biggest mistakes we see in BBS processes is the fundamental misunderstanding of a BBS process’s role in an SMS. Each observation is NOT about looking for unsafe behaviors; rather, it should be more about reinforcing the SAFE behaviors. Suppose an organization has a high rate of observed deviant behaviors from prescribed Safe Work Practices. In that case, it is NOT ready for BBS, yet many believe BBS will be their savior for these behaviors.
This is how the BBS turns into a “Reality TV” show.
In most BBS processes, the observations are 100% transparent. Because of this, observers can begin to believe that the behaviors they are observing are the norm. When, in fact, the behaviors being observed may not be the “natural behaviors,” they could be the behaviors incentivized by the organization. Much like “reality TV,” which could not be any further from reality! When the lights and cameras are on, the behaviors observed are far different than when they’re not on camera. They are heavily incentivized to behave in that ridiculous manner, which is more entertaining and thus sells better.
If the workforce believes the BBS observations are about looking for “their unsafe behaviors,” we will get a reality TV episode.
If the workforce believes the BBS observations are about improving and reinforcing safe behaviors, workers will feel comfortable and unafraid to behave naturally.
This can ONLY happen when the workforce has matured in their safety to the point that “deviant behaviors” are the minority. As I said earlier, if the majority of behaviors one observes walking through the workplace are deviations from established programs/practices, there is a more significant obstacle than what BBS can do for the organization.
We have to view BBS as the cherry on the top of the sundae. It is the final tool to help the organization improve behaviors outside the formal safety programs/practices. We can NOT write a safety program for every behavior observed in the workplace; however, we must identify those high-risk tasks and build a framework of the expected activities/behaviors necessary to perform them SAFELY. These activities get audited frequently, trained on regularly, etc. We can discuss implementing a BBS process once we begin to see trends of incidents around these frequent tasks declining, and the remaining incidents are OUTSIDE of the traditional OSH/PS management systems.
Remember that when this transition occurs, the safety process that got us to this point will have matured significantly, another sign that the organization may be ready for a BBS process and begin to focus on those minority behaviors occurring outside of the formal and structured SMS.
Otherwise, our BBS process will be nothing more than a reality TV series!
