Unlocking Potential: How Understanding Human Behavior Enhances Safety and Operational Success

The Importance of Human Behavior in the Workplace

Human behavior is central to nearly every aspect of organizational performance. Every day, countless behaviors are required for a company to thrive. Successful business outcomes depend on individuals executing the right tasks, at the right time, in the right way. Therefore, it is essential to identify the critical behaviors that contribute to optimal performance and to evaluate how consistently and effectively these behaviors are carried out.

In the realm of safety, understanding human behavior is especially important. Studies like the Heinrich Triangle suggest that up to 90% of workplace incidents are related to human actions. In addition, incident investigations often cite “employee error” as the root cause. By gaining a deeper insight into human behavior, organizations can uncover the underlying factors that contribute to errors and employee actions.

Since the early 1970s, Behavior-Based Safety (BBS), a proactive approach aimed at improving workplace safety by observing, measuring and providing feedback on how often safe behaviors are performed, has incorporated the basic laws of human behavior and their application in the workplace. The major objective of BBS is to increase safe behaviors and reduce at-risk behaviors. The most effective BBS processes are designed based on research from the science of behavior, known as behavior analysis.

With years of proven success in the workplace, the evidence is clear that organizations can become safer places to work through skillful applications of behavioral science. The foundation of this success lies in the understanding of how behavior is learned, maintained, and changed.

The ABC Model: Understanding Behavior: The Why Behind Actions

One of the most challenging questions in the workplace is why employees sometimes fail to follow safety procedures even after receiving recent training. But this perspective overlooks the deeper factors that shape behavior and can lead to placing undue blame on workers.

What we need here is a shift in perspective. Dr. Aubrey C. Daniels, Ph.D., founder of Aubrey Daniels International and a pioneer in the performance management and behavioral safety space, puts it succinctly: “People do what they do because of what happens to them when they do it.” In other words, a behavior is influenced primarily by the outcomes it produces in a particular environment. People engage in a certain behavior because they get something out of it and, safe or unsafe, it makes sense to them at the time.

Over a century of research has led to the discovery and formulation of the ABC model (Antecedent-BehaviorConsequence model), which provides a framework for a better understanding of behavior and how to change it.

The ABC model explains current behavior in its natural environment and helps us better understand the perspective of an individual’s action by identifying what came before it and what came after it.

Antecedent

This refers to any event or environmental factor that occurs before a behavior and triggers or prompts it to occur. Common antecedents include a stop sign at an intersection prompting you to stop, or an instruction guide for a new product prompting you to read it. Antecedents are crucial for individuals who may not know what to do or how to do it. They provide information on how, when, where, what, and with whom to get a behavior started. However, they are often insufficient and unreliable on their own for sustaining a desired behavior over time. Consider how many times you’ve passed a speed limit sign and failed to adjust your speed. In essence, an antecedent’s main function is to guide people as it relates to what to do and how to do it. But it can’t make them do it.

In terms of safety, antecedents typically include elements we can plan in advance, such as policies, work rules, instructions, training, and signage. While these are important and necessary, they are often somewhat removed from the actual behavior they aim to influence. Unfortunately, there is a tendency to rely too much on antecedents in safety management, which can limit the effectiveness of safety initiatives.

Behavior

This refers to a specific action or response that you can see or hear. Examples include speaking up at a meeting, drinking a glass of water, driving the speed limit, or driving over the speed limit.

Consequences

These are the outcomes or events that follow a behavior that make it more likely or less likely that the behavior would be repeated. Ideally, people are inclined to repeat behaviors that yield favorable experiences, such as receiving praise or saving time, and to avoid behaviors that result in unfavorable experiences, such as reprimands or delays.

However, the challenge with consequences is that, although they have predictable effects on behavior, they often lead to unintended side effects. For example, disciplining someone may stop a behavior temporarily, but without awareness, it could inadvertently strengthen the behavior when no one is watching. Behavior can also be influenced even when no consequences are imposed. An at-risk behavior that goes unnoticed is likely to persist, while a safe behavior that is overlooked may decrease in frequency or cease entirely. T

aking all of this into consideration, it’s easy to see that while antecedents initiate behavior, it’s the consequences that determine whether those behaviors will persist. Unfortunately, there is a tendency to underutilize and misapply consequences, especially in safety management.

The Power of Consequences in Safety 

Why do individuals engage in at-risk behaviors? The natural antecedents and consequences present in their immediate work environment shape the behaviors that emerge. If these factors are not actively managed, meaningful behavioral change will not occur.

Unfortunately, many organizations tend to focus primarily on negative consequences – such as reprimands or written warnings – when individuals engage in unsafe practices, such as ignoring safety rules or other at-risk behaviors.

Although disciplinary actions are sometimes necessary, relying solely on negative consequences without incorporating positive consequences – such as acknowledging safe behaviors or ensuring the right tool is available when they need it – can limit overall performance. This approach may lead to safe behaviors only when someone is actively monitoring compliance, which over time can foster a negative organizational culture. To promote lasting safety improvements, it’s essential to balance corrective measures with positive ones that encourage and promote safe behaviors.

Applying this model to instances where an employee violates a safety rule reveals that simply blaming the individual is ineffective. Instead, we must examine the antecedents that prompt and the consequences that reinforce at-risk behaviors within the work environment.

For instance, consider an employee working on the top step of a ladder. Starting with the proximal antecedents in the environment that prompted the at-risk behavior could reveal necessary changes needed in the environment. For example, asking questions such as:

1. Did the employee feel rushed in anyway?
2. Was it near the end of the shift?
3. Did the supervisor question how long the job would take?
4. Were they told an appropriate ladder was available for this job?
5. Was the right ladder where it was supposed to be?

By examining these immediate antecedents, we can better understand the specific environmental factors that may influence at-risk behaviors before they occur, which often have a more direct impact than the planned antecedents, such as ladder safety rules and training, mentioned earlier.

Next let’s examine the consequences this person could have experienced while standing on top of the ladder to perform the task. Examples could include:

1. It was faster to use the closest ladder
2. It was easier than carrying a larger ladder
3. They remembered times in the past when they completed the task without incident.

In the moment, these felt like benefits, and they influenced the person’s choice – even if they didn’t think about it directly. Yes, they could have experienced negative consequences such as an injury from falling or a reprimand. But based on this person’s experience of their particular work environment, these outcomes were less likely compared with the positive consequences they experienced in the moment.

In addition, consequences can extend beyond the individual’s immediate experience. If a supervisor fails to notice the unsafe behavior, they may inadvertently reinforce it by later praising the employee for completing the job quickly at the end of the shift. Moreover, if a supervisor simply walks by the unsafe behavior without acknowledging it, it sends a strong message that safety isn’t important and could strengthen the very behavior they’re trying to dissuade. Regardless of the training or safety messages the employee receives about ladder safety, their behavior will persist as long as the environmental consequences remain unchanged.

Conversely, simply stopping an at-risk behavior is insufficient to promote safe practices. It is essential to identify the reasons why a safe behavior is not being performed by examining the consequences that may be unintentionally discouraging it. In our ladder example, if the employee is required to use the correct ladder without any adjustments to their environment, they may face negative consequences, such as:

1. Taking more time to retrieve the appropriate ladder
2. Greater physical effort to carry it
3. Peer pressure to get the job done
4. Questions from the supervisor about delays in completing the task

Unless these barriers are removed and positive consequences are introduced to support safe behavior, the immediate environment will continue to discourage it. Therefore, it is essential to evaluate the consequences within the work environment to increase the frequency of desired behaviors. For example, you should ask questions such as:

1. Is a proper ladder available to do the job safely?
2. Is it conveniently located?
3. Do other people put it back in its designated location?
4. If the ladder requires two people to carry, is a second person readily available?
5. Do all supervisors support the additional time necessary for a two-person task?

This scenario highlights the need to connect ladder safety antecedents with positive consequences in the immediate environment. When this approach becomes standard for addressing at-risk behaviors, stopping unsafe actions prompts an examination of their causes and barriers to safe practices. This leads to meaningful, lasting change, replacing blame with understanding and fostering greater employee engagement and trust.

Only Two Ways to Get More of the Behavior You Want

If the goal is more safe behaviors and fewer unsafe behaviors, how do we make that happen? Understanding the consequences of behavior is crucial, especially the role of reinforcement. Reinforcement is defined as a consequence that strengthens the behavior it follows. This means that all behaviors occurring in the moment— whether safe or unsafe—are reinforced to continue. If a behavior does not repeat, it is likely because it did not produce reinforcing consequences.

There are only two types of reinforcement that increase the frequency of behavior: positive and negative. The terms “positive” and “negative” do not imply good or bad; instead, they are based on a scientific definition whereby “positive” refers to something added to the environment, and “negative” refers to something removed. Both types of reinforcement make the behavior more likely to happen again, but in different ways.

Positive Reinforcement

This is a consequence that follows a behavior and adds outcomes or payoffs that strengthen it. When an individual performs a specific behavior and finds the task faster, easier or more comfortable, these experiences are likely to serve as positive reinforcers, which encourages the continuation of that behavior. In essence, the behavior works for them. As this reinforcement continues, it creates a habit through repetition.

Unfortunately, many people misunderstand and misuse positive reinforcement, thinking it’s simply about praise, recognition, or a pat on the back. While these can serve as positive reinforcers, the only way to be certain is to observe whether the behavior repeats or not. If the behavior doesn’t repeat, then it isn’t positive reinforcement. Positive reinforcing consequences always strengthen the behavior they follow.

To effectively promote safe behaviors, positive reinforcement must be intentionally added to the safe behaviors within the environment. Left to its natural state, the environment may inadvertently reinforce atrisk behaviors, since they tend to produce payoffs that save time and effort.

Effective positive reinforcers should make specific behaviors easier and more encouraging for the individual. These reinforcers can come from various sources within the environment, including work processes, procedures, equipment, tools, organizational systems, and positive feedback from managers and supervisors. By incorporating these types of positive reinforcers, organizations can significantly increase the likelihood that safe behaviors will be maintained over time, even in the absence of supervision.

However, we know that following a safety rule or wearing personal protective equipment for example is inherently more uncomfortable, cumbersome and timeconsuming. When it isn’t possible to remove barriers or implement physical positive reinforcement to support safe behaviors, social reinforcement becomes essential. While a simple pat on the back can suffice, the only way it will reinforce and increase the likelihood that the behavior will be repeated is for the reinforcement to be meaningful to the person receiving it. Knowing how to deliver effective social positive reinforcement is a game-changer for employees who want to be better leaders.

While it may seem straightforward, recognizing and affirming someone for performing a specific behavior correctly can be a powerful form of reinforcement. Safe behaviors usually go unnoticed and are taken for granted, making acknowledgment all the more impactful. When positive reinforcement for safe and desired behaviors becomes an ongoing experience in the work environment, it increases the likelihood for high levels of performance, long-lasting safe habits, and an overall positive safety culture.

Negative Reinforcement

This is a consequence that follows a behavior and removes negative outcomes or threats. In this case, an individual may engage in a safe behavior to avoid an unpleasant consequence, such as receiving disciplinary action or a speeding ticket. While negative reinforcement can produce just enough safe behavior to avoid punishment, it often leads to a return to at-risk behaviors as soon as the threat is removed, such as using the top step of a ladder when the supervisor is not present or speeding when the police officer is out of sight.

Without a functional understanding and application of positive reinforcement, most organizations inadvertently default to a culture of negative reinforcement. This unintended enforcement strategy relies on the constant presence of threats to discourage at-risk behavior, ultimately creating an environment of fear and mistrust. In this context, managers and supervisors may unknowingly act as negative reinforcers if they fail to implement positive reinforcement strategies.

Dr. Daniels, the performance management and behavioral safety pioneer, suggests that organizations that deliberately incorporate more positive reinforcement over negative reinforcement and punishment, often aiming for a 4:1 ratio, foster environments that encourage desired behaviors, enhance engagement, and build trust.¹

Strategies for Effective Behavioral Safety Management

Organizations can learn to apply behavioral technology in many ways even without implementing a full BBS process. As with any new initiative, its effectiveness will largely depend on leadership commitment at all levels. Here are some key actions to consider:

• Educate and Train the Leadership Team. When the entire leadership team is aligned and trained on behavioral science principles and effective safety and operational applications, the opportunity for positive change is enhanced. This can be accomplished with help from your insurance broker consultants, insurance carriers, external consulting firms, or internally via online learning and/or required reading. Two important points are critical regardless of method: 1) verify that your source of guidance and training has a foundation in the principles of behavioral science, and 2) hold your leadership team accountable to practice and develop the skills necessary for applying the technology.
• Build Your Observation Skills. Behavior is everywhere. When you learn to see behavior through the lens of the ABC model, you begin to sharpen your observation skills. A good coach notices the details of behavior that will improve performance. To become a better safety coach, choose one clearly observable behavior to watch for (e.g., “keeping the body inside the rails when climbing or descending a ladder”) rather than vague impressions or assumptions like “climbing the ladder safely” or “being safety conscious.” Using objective descriptions of behaviors rather than interpretations will help train your brain to notice subtle details most people miss. These are the type of behavioral descriptions used in the ABC model that will help you become a better coach.
• Provide Feedback that Matters. Providing effective feedback is an essential leadership skill, especially in behavioral safety where the goal is to observe actions in real time and respond immediately. Feedback tells individuals how they’re performing, and without it, change is unlikely. Safe behaviors should be acknowledged with positive feedback, letting someone know you’ve noticed and appreciate their actions. Atrisk behaviors should be addressed with constructive feedback that interrupts the behavior and opens a short productive conversation about why the safe approach matters. This discussion can also uncover barriers preventing safe performance, which can then be removed. If no barriers exist, constructive feedback reinforces the fact that you’re genuinely concerned for their well-being and that safety is important to you personally and as a core value of the organization. When delivered correctly and consistently, feedback builds a culture where coaching is welcomed and the reliance on enforcement is reduced, often reducing the need for discipline altogether.
• Deliberately Seek Out Safe Behaviors to Reinforce. Managers and supervisors are skilled at noticing when people do things wrong. It’s rarer to notice and tell people when they do things right. This is the essence of providing social positive reinforcement. There are two key steps to get started:

1. Be intentional: Make it your mission to build your positive reinforcement skills. A practical way to build this habit is to keep a short list of critical safe behaviors you want to observe each day and use it as a guide during walk-throughs or site visits. Over time, you’ll sharpen your ability to spot and reinforce the actions you want repeated.
2. Make it meaningful: Delivering positive reinforcement in a way that resonates with the individual is one of the most valuable skills a leader can develop. Mastering this ability fosters stronger relationships and elevates leadership effectiveness. When you observe a specific safe behavior, immediately let the individual know you noticed their actions and genuinely appreciate their effort. Highlight the benefits of their behavior, especially if the task takes longer or feels more cumbersome for them. By honing your skills in providing meaningful positive reinforcement, you increase the likelihood that it will be impactful, ultimately building mutual respect and encouraging continued safe practices

Summary

Applying behavioral science principles to safety is more than just a strategy; it represents a transformative approach that can significantly improve safety performance. By understanding the dynamics of human behavior and the essential role of reinforcement, these principles can be extended to various behaviors in areas such as operations, quality control, and customer service, thereby enhancing overall organizational excellence.

When leaders commit to building the skills of observing behaviors, providing meaningful feedback, and delivering positive reinforcement, they reduce at-risk behaviors and increase safe behaviors while fostering trust and collaboration among employees. Ultimately, embracing these principles will lead to a safer workplace and a safety culture that benefits everyone.

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