Introduction
BBS（行为安全）介绍
In implementing behavior-based safety (BBS) processes with leading organizations around the world, we continually stress that one of the main benefits of BBS is improved organizational safety culture and communication throughout the organization. Improving safety communication through BBS fosters a more positive and healthy organizational safety culture and reduces the chances that employees will get hurt on the job.
BBS（行为安全）流程，在全球主要组织中被推行，我们仍然需要强调BBS（行为安全）的最主要的好处是：改善组织的安全文化和整个组织内的交流。通过BBS（行为安全）改善安全方面的交流，去促成更加积极、健康的组织安全文化，减少员工在工作中受到伤害的可能性。
With this in mind, we use a safety culture survey to assess employees’ beliefs and attitudes regarding the safety culture. This measures management support for safety, peer support for safety, personal responsibility for safety, and overall safety management systems. An integral part of safety culture is the frequency and quality of safety communication. One of the communication issues we address on the survey involves employees’ opinions about cautioning coworkers “when observing them perform at-risk behaviors.” Three items on the survey address this particular issue:
有鉴于此，我们使用安全文化调查，来评估员工对安全文化的信心与态度。调查衡量了管理层对安全的支持、员工对安全的支持、安全方面的个人责任，以及全面的安全管理系统。安全文化上不可或缺的部分是：安全方面交流的频率与质量。其中的一个交流问题是：在调查中，我们向参与到调查的员工强调对于 “观察到同事有危险行为时” 进行提醒的看法。调查中的三个项目，强调了这一特殊的问题：
- Employees should caution coworkers when observing them perform at-risk behaviors.
观察到同事有危险的行为时，员工应该提醒他们的同事。
- I am willing to caution coworkers when observing them perform at-risk behaviors.
观察到同事有危险的行为时，我很乐意去提醒他们。
- I do caution coworkers when observing them perform at-risk behaviors.
观察到同事有危险的行为时，我一定会去提醒他们。
The first question assesses respondents’ “values.” The second question addresses employees’ “intentions.” The third question involves respondents’ “behavior.” From more than 70,000 surveys given over the last 10 years, approximately 90% of employees agree that you “should” give employees feedback when they are performing an at-risk behavior. Nearly 85% of respondents report that they are “willing” to give correcting feedback when a coworker is performing an at-risk behavior. Unfortunately, only about 60% of respondents say they actually “do” provide correcting feedback when a coworker is performing an at-risk behavior.
第一个问题评估的是受调查对象的“价值观“，第二个问题强调员工的”意向“，第三个问题涵盖了受调查对象的”行为“。在过去10年间，我们给出70000多份调查问卷，调查显示，约有90%的员工同意-”当员工处于危险行为时，应该给他们反馈“。有接近85%的被调查者说：观察到同事有危险的行为时，他们愿意“给予纠正”。非常不幸的是，只有大约60%的被调查者说：观察到同事有危险的行为时，他们一定会给予纠正。
Clearly, there is a big difference between employees “values/intentions” and their actual “behavior” in terms of providing correcting feedback to others when they are performing at-risk behaviors. This is problematic when we consider that the vast majority of injuries are due, in part, to at-risk behaviors. It is alarming that people are reluctant to warn others when these at-risk behaviors are occurring.
显然，我们可以发现，在发现别人的行为有危险时，员工在“价值观/意图“与”行为“上的不同点还是比较大的。从某种程度上说，我们认为：绝大多数的伤害，是由于危险行为所造成的。这样确实有问题的！令人担忧的是，当这些危险行为发生时，人们并不愿意去提醒他人。
During training classes we ask employees why there is such a gap between our values (i.e., you “should” caution others) and behaviors (i.e., you “do” caution others) regarding correcting feedback. Common responses include:
在课堂培训上，关于纠正反馈，我们询问了员工-为什么我们的价值观（比如，你应该提醒他人）与行为（比如，你一定会去提醒他人）会有如此的差异。常见的回应包括：
- If I give somebody feedback about a safety issue, they’re going to get angry. I don’t want to cause problems or get yelled at.
如果我提醒他人安全问题，对方会很生气，我可不想自找麻烦，或者被别人咆哮。
- It’s not my job to give peers feedback. I’m not a supervisor.
提醒同事安全问题，可不是我的工作，毕竟，我又不是主管！
- I’ve never given peer feedback before.
之前，我从来没有在安全问题上提醒过同事。
- I don’t know enough about that job to give feedback.
我对那份工作不够了解，无法在安全问题上给予提醒。
- I don’t want to give feedback to someone who has more experience than I do.
我可不想在安全上提醒那些比我更有经验的人。
- I’m not sure I can give appropriate feedback.
我不能确定自己能够给与对方合适的安全提醒。
- If I give somebody safety feedback, I’ll be accused of having a hidden agenda.
如果我给了别人安全问题上的提醒，我可能会被说成是有不可告人的动机。
Behavior-based safety helps break down these barriers by promoting more frequent, respectful, and open communication between employees. Employees are encouraged to use a behavioral checklist (designed by an employee-led steering team within the organization) to observe coworkers and then provide both rewarding (e.g., “nice job”) and correcting (e.g., “be careful”) feedback. The idea is to institutionalize peer-to-peer safety feedback as a normal, established way of doing business (with or without a checklist).
BBS（行为安全），通过促进员工之间更频繁、更礼貌、更开放的交流的方式，来帮助打破那些障碍。我们鼓励员工使用行为检查表（由组织内的员工所主导的指导委员会设计）去对同事进行观察，然后提供奖励（例如，“好工作”）和纠正（例如，“小心”）反馈。这一想法，是将平等的安全反馈作为一个平等的、成熟的工作方法（有或没有一个检查表）。
Behavior Observation and Feedback: A Key to Achieving a Total Safety Culture
行为观察与反馈：实现全员安全文化的关键
Improving the frequency and openness of safety communication at all organizational levels is required to achieve a Total Safety Culture. This is encouraged through an observation and feedback process. In such a process, employees define key safety-related behaviors and then develop a Critical Behavioral Checklist (CBC) containing those behaviors (see Figure 1).
为实现全员安全文化而言，需要改善组织内各个层级在安全上进行交流的频率与开放度。通过观察和反馈的过程被鼓励，在这一过程中，员工定义与安全相关的关键行为，然后制定包含这些行为的关键行为检查表（CBC）（参见图表1）。
Using the checklist, employees observe each other on the job and then provide positive and respectful one-on-one coaching feedback for both safe and at-risk behaviors observed. This peerto-peer conversation is instrumental in changing at-risk work practices as well as providing formal opportunities for employees to compliment one another for completing tasks safely. Also, the feedback allows the observer and observee to analyze tasks together to identify and remove any barriers to safe work performance such as uncomfortable or inconvenient PPE or ergonomically incorrect equipment layout.
通过使用上述的关键行为检查表，员工们在工作上进行相互观察，之后，在观察到的安全以及危险行为上，彼此向对方提供积极的、有礼貌的一对一辅导反馈。这一对等的交流，在改变工作中有风险的行为是有好处的，也向员工提供了一个互相表扬对方能够安全任务的机会。同时，这样的反馈，让观察员和被观察对象能够一起分析任务，为了安全绩效，去识别和消除障碍。比如，不舒服，或不方便，或不正确的个人防护用品，或者不符合人体工程学的设备布置。
Next, observation data from individual checklists are regularly collected, compiled, and shared with the employees as group feedback. This information is analyzed to identify behavioral categories needing special attention. Work teams then develop intervention strategies to improve areas of weakness using a continuous improvement process known as DO IT.
接下来，要定期收集个人清单中的观察数据，进行汇编，作为小组反馈，与员工进行分享。对这些信息进行分析，以确定特别需要注意的行为类别，之后，工作小组要制定干预策略，通过利用持续改进的流程来改善薄弱环节，即所谓的“改进”。
Simply, DO IT involves four sequential steps: a) Define critical behaviors to improve, b) Observe target behaviors during a baseline phase to set specific goals for achievement, c) Intervene to change the target behaviors in the desired direction, and d) Test the impact of the intervention by continuing to observe the target behaviors. If the desired results are not achieved, other interventions are implemented. When improvement goals are met, other target behaviors can then be selected.
简而言之，改进包括4个步骤：a）定义需要改进的关键行为；b）在开始阶段，观察目标行为，以确定具体的需要达成的目标；c），对目标行为进行干预促成在所希望的方向上得以改变；d）通过继续观察目标行为，来测试干预的影响。如果没有达成所期望的结果，要继续实施其他的干预措施。如果达成了期望的目标，那么，其他的目标行为则可以被选择。
Thus, the use of a behavioral checklist with BBS helps employees recognize both safe and at-risk behaviors on the job and encourages employees to effectively share that information. This not only reduces the chance for injury, it increases the amount of peer-to-peer recognition on the job. This improves both safety performance as well as safety culture throughout the organization.
因此，使用BBS（行为安全）的行为检查表可以帮助到员工识别工作中的安全及有风险的行为，并可以鼓励员工有效地分享信息。这样做，不仅仅可以减少员工受伤的机会，也可以提高员工在工作中的对等认可的数量。
BBS Training
BBS（行为安全）培训
It is important to teach employees how to accurately and effectively use a behavior observation card. This includes learning to look for both safe and at-risk behaviors. It also involves how to approach someone regarding an observation. Effective observation and feedback processes are anonymous and confidential. Observers should NOT write down the name of the employee being observed. Further, it is important that employees are clearly visible when doing observations. In other words, employees should not be “sneaking around corners” trying to do an observation.
我们要教会员工如何正确、有效地使用行为观察卡，这一点非常重要！这包括学会发现安全行为及有风险的行为，也包括在观察中，如何接近某人。有效的观察和反馈过程，是匿名与保密的。观察者不应该写下被观察员工的姓名。此外，重要的是：在做行为观察时，员工应该可以被清晰地观察到。换言之，员工不应该试图“偷偷摸摸地”进行行为观察。
Beyond teaching employees how to conduct a behavioral observation, it is important to teach employees how to give and receive feedback effectively. During BBS training, employees learn techniques for providing positive, effective feedback that other employees will appreciate rather than resent. In addition, employees learn how to better receive feedback instead of being defensive. The communication piece of BBS training is very important in shaping an observation and feedback process that builds a more open and trusting safety culture.
除了要教会员工如何进行行为观察之外，去教会员工如何有效地给予和接受反馈也是非常重要的。在BBS（行为安全）培训期间，员工要学习提供积极有效的反馈的方法，那些方法会让其他员工欣赏，而不是怨恨。另外，员工要学习如何更好地接受反馈，而不是防御。BBS（行为安全）培训的沟通环节，对于塑造一个更加开放与可信的安全文化方面的观察和反馈是非常重要的。
Behavioral Safety Checklists Improve Safety Communication and Culture
行为安全检查表改善安全交流与安全文化
Through repeated administrations of the safety culture survey, organizations often find that the gap between “employees should caution coworkers” and “I do caution coworkers” is greatly diminished following BBS implementation. In other words, employees are much more likely to caution one another about risky behaviors when they are involved in a BBS process. Also, companies demonstrate that peer-to-peer safety feedback is increasing by charting the number of behavior observation checklists completed over time. When done correctly, an increase in the number of observation cards means that there is an increase in the number of safety conversations between employees. This leads to a more open and healthy organizational safety culture.
通过对安全文化调查的不断管理，组织经常会发现“员工应该提醒同事”和“我一定会提醒同事”之间的差距在BBS（行为安全）推行后得以大幅度的缩小。换句话说，当员工参与到BBS（行为安全）过程时，员工更倾向于互相提醒彼此的冒险行为。此外，随着时间推移，公司可以通过记录所完成的行为观察清单的数量，来证明对等安全方面的反馈正在增加。如果正确的话，观察卡数量的增加，意味着：员工之间安全对话的数量在增加，而这将会带来更加开放和健康的组织安全文化。
Beyond increasing correcting feedback, it is also important to consider the power of rewarding safety feedback to increase safe work practices. Praising people for safe work practices: a) increases the probability that these work practices will be performed safely in the future, and b) builds a more open and positive safety culture.
除了增加纠正反馈之外，考虑通过奖励安全反馈的力量，来增加安全工作实践也是很重要的。赞扬人们的安全工作，能：a）增加这些工作在将来得以安全实施的可能性；b）创建一个更加开放与积极的安全文化。
With this in mind, we sometimes ask training participants the following questions:
考虑到这一点，我们有时会问参训人员以下2个问题：
1. If you do something risky, what is the likelihood that a coworker will warn you about it?
如果某件事情有风险，你的同事提醒你的可能性怎么样？
2. If you do a given task completely safe, what is the likelihood that a coworker will praise or thank you?
如果你做了安全完成了某项任务，你同事会称赞你还是感谢你？
Responses to the first question vary greatly but may average around 50-60%. However, responses to the second questions vary from laughter to (maybe) 5%. Simply put, positive safety feedback between employees rarely occurs in most organizations. Behavioral safety encourages employees to notice (via a behavioral safety checklist) and then praise others for working safely.
对于第一个问题-“如果某件事情有风险，你的同事提醒你的可能性怎么样“的回应，差别确实非常大，平均可能在50-60%左右。然而，对第二个问题-” 如果你做了安全完成了某项任务，你同事会称赞你还是感谢你？“的回答却各有不同，从大笑（也许）到5%。简而言之，在大多数组织中，员工之间的积极的安全反馈很少出现。行为安全，鼓励员工关注行为安全（通过行为安全检查表），然后，再表扬他人的安全工作。
Both correcting and rewarding feedback influences safety behaviors and transforming at-risk behaviors to safe work habits is integral to injury avoidance on the job. Through the course of a workday, employees face hundreds of instances where they can choose to work safely or at-risk. Unfortunately, employees are often reinforced for performing tasks in an at-risk manner because doing so is typically faster, easier, more comfortable, and more convenient than following the safe procedures. Examples of at-risk choices include: not wearing protective gear, failing to follow standard energy-controlled lock-out procedures, lifting a heavy object without a hoist, standing on a machine instead of a ladder, etc. In addition to the natural consequences like ease and comfort, external factors often further reinforce at-risk behavior. For instance, workers may feel management pressure to take safety short-cuts for production. Other factors like fatigue from overtime, problems with the job layout or equipment, and poor training may also contribute to risky behaviors being performed. The point is, we are naturally inclined to take risks. Further, we need correcting feedback from others to warn us about the potential dangers of being risky and rewarding feedback from others to recognize safe behaviors (which may increase the probability we will continue to be safe in the future). Increasing the quality and frequency of both correcting and rewarding feedback helps employees move from performing at-risk behaviors to conducting safe work practices even when the natural consequences support being risky.
纠正和奖励反馈都会影响安全行为，并将有风险的行为转化为安全的工作习惯，这是避免工作中的伤害的不可或缺的一部分。在日常工作中，员工面临数百个可以选择安全或有风险的工作的案例。很不幸的是，员工通常会以危险的方式去执行任务，因为这样做比遵循安全程序要来得更快捷、更容易、更舒适，而且更方便。选择有风险的案例包括：不穿戴防护装备，不遵守标准的控制能源的上锁程序，不用升降机提升重物，不用梯子直接站在机器上，等等。除了自然的后果，例如，轻松和舒适，而外部因素往往进一步加强危险的行为。例如，为了生产，工人可能会感受到管理上的压力，在安全上走捷径。其他因素，如加班疲劳，工作布局或者设备问题，而不当的培训也可能对不安全行为有贡献。问题是，我们自然倾向于冒险。此外，我们还需要纠正他人的反馈，提醒我们潜在的危险，并从他人那里获得反馈，以确认安全行为（这可能会增加我们将来保持安全的可能性）。提高纠正和奖励反馈的质量和频率，有助于将员工从危险行为中转移到安全工作中，即便自然结果会支持风险。
Conclusion
结论
Behavior-based safety training and implementation helps improve organizational safety culture. By increasing the quality and frequency of safety feedback in the organization, barriers between employees both within and across organizational levels are reduced. Improving safety communication (both correcting and rewarding feedback) through BBS leads to a more open, positive, and trusting safety culture as well as improved safety performance.
培训和实施基于行为的安全，有助于改进组织的安全文化。通过提高组织中的安全反馈的质量和频率，减少组织内部和跨部门员工之间的障碍。通过BBS（行为安全）去改进安全交流（包括：纠正和奖励反馈），以此带来一个更具有开放性、积极性和有信任感的安全文化，并提高安全方面的绩效。
Figure1.An example of a Behavior Observation Checklist
图表1：行为观察检查表案例
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