Behavioral Quality Improvement™ Whitepaper

Behavioral Quality Improvement whitepaper 1

A New Tool for All Quality Initiatives: Systematically Addressing the Human Behavior That Leads to Quality Improvement

Quality experts have always maintained that “It’s not the people; it’s the process.” What they really mean is, “Don’t blame the people for defects; fix the process.” This advice is good but incomplete. The behavioral approach says, “Fix the process and systematically address the behaviors necessary for people to effectively execute solutions and perform the critical-to-quality behaviors needed for quality excellence.” A well-designed process must still be implemented by people. Those people need to know exactly which of their behaviors influence the process the most and how well they are performing those behaviors.

Five Critical Behaviors for Safety Leaders

Five Critical Behaviors for Safety Leaders whitepaper 1

Safety Leadership

The phrase “leadership support” has become a cliché in discussing safety. We always hear about the importance of leadership support and “walking the talk.” The reason we hear so much about such support is because it is important. Yet it is too often poorly defined. Leadership support is often seen as just delivering a series of messages about the importance of safety. However, building leadership support requires the same type of analysis and planning that goes into implementing the behavior-based safety (BBS) effort. Leadership participation and support is so important that a significant amount of time should be invested in planning and building accountability for critical leadership practices.

The five practices that follow provide a framework for defining leadership support for Values-Based Safety®. Leadership must visibly demonstrate these practices for everyone involved in implementing Values-Based Safety®. The behaviors that define these practices will help you support both safety and your new safety improvement initiative.

Cinco Conductas Claves para Líderes de Seguridad

Liderazgo en Seguridad

La frase "apoyo del líder" se ha convertido en un cliché en la discusión de la seguridad. Siempre escuchamos acerca de la importancia del apoyo de liderazgo y de “practicar lo que decimos”. La razón por la que escuchamos mucho sobre dicho apoyo es porque es importante. Sin embargo, con demasiada frecuencia está mal definido. Con frecuencia, se considera que el apoyo del liderazgo es solo una serie de mensajes sobre la importancia de la seguridad. Sin embargo, la creación de apoyo de liderazgo requiere el mismo tipo de análisis y planificación que implica la implementación del esfuerzo de seguridad basada en el comportamiento (SBC). La participación y el apoyo del liderazgo son tan importantes que se debe invertir una cantidad significativa de tiempo en la planificación y la creación de responsabilidades para las prácticas claves de liderazgo. Las cinco prácticas siguientes proporcionan un marco para definir el apoyo de liderazgo para Seguridad Basada en Valores®. El liderazgo debe demostrar visiblemente estas prácticas para todos los involucrados en la implementación de Seguridad Basada en Valores®. Las conductas que definen estas prácticas lo ayudarán a respaldar tanto la seguridad como su nueva iniciativa de mejora de la seguridad.

Keys to a Successful Behavior-Based Safety Process

 Keys to a Successful Behavior Based Safety Process whitepaper 1Avoid The Most Common BBS Mistakes with This Free Whitepaper. 

An old adage in quality improvement efforts was, “Do it right the first time.” That statement is particularly relevant when it comes to behavior-based safety. As a good friend of mine likes to say, “You never get a second chance to make a first impression.” 

This statement is also relevant because behavior-based safety is much harder the second time around. Once you lose credibility in this kind of effort, getting it back is very difficult.

This short white paper addresses the typical problem areas companies struggle with when implementing a BBS process.

These include:

• Lack of logistics planning and preparation
• Generic or irrelevant checklists
• Inadequate training
• No systematic use of observation data for improvement planning
• Little or no reinforcement to support the process
• Poor leadership participation and support

 

Building Accountability for Safety Leadership Whitepaper

Building Accountability for Safety Leadership whitepaper 1

Safety is about leadership: that's not a new concept. Yet, for many years, leadership as it relates to safety has often been defined as support, which at times translates to just don't impede the process. Traditionally, leaders at the highest levels of an organization have fulfilled their mandate for such support by including safety in the corporate mission statement and the operational budget.

Of course, behavior-based safety (BBS) professionals have known for quite a while that the success of our efforts hinges upon how adept we are in building leadership support for BBS systems. However, over the years, our interest in, focus on, and definition of leadership support has evolved ... and for good reason.

Construyendo Responsabilidad por el Liderazgo en Seguridad

La seguridad tiene que ver con el liderazgo: esto no es un concepto nuevo. Sin embargo, durante muchos años, el liderazgo relacionado con la seguridad a menudo se ha definido como dar apoyo, lo que a veces se traduce como simplemente no obstaculizar el proceso. Tradicionalmente, los líderes en los niveles más altos de una organización han cumplido con su mandato para dicho apoyo al incluir la seguridad en la declaración de la misión corporativa y en el presupuesto operativo.

Por supuesto, los profesionales de la seguridad basada en el comportamiento (SBC) han sabido durante bastante tiempo que el éxito de nuestros esfuerzos depende de cuán aptos somos en la creación de apoyo de liderazgo para los sistemas SBC. Sin embargo, a lo largo de los años, nuestro interés en, el enfoque y la definición de lo que es apoyo del liderazgo ha evolucionado ... y por una buena razón.