Behaviour based safety is a widely used approach that aims to improve workplace safety by focusing on why we act the way we do.
Research shows that unsafe behaviours contribute significantly to the number of workplace accidents. To address this, behaviour-based safety leverages psychological principles to encourage safe behaviours and minimise risk.
In this guide we explore the key psychological theories underpinning behaviour based safety and how to apply them to improve safety in the workplace.
1. Modify behaviour through reinforcement
B.F. Skinner’s operant conditioning theory (Skinner, 1953) is the foundation for understanding how reinforcement shapes behaviour. The theory proposes that behaviours followed by favourable outcomes are more likely to reoccur, while those met with unfavourable outcomes are less likely to be repeated.
In a workplace setting, this principle translates into encouraging safe behaviours and discouraging unsafe actions through reinforcement strategies.
Positive reinforcement
Positive reinforcement aims to encourage desired behaviour through rewards or incentives. Studies, such as those by Komaki et al. (1978), highlight the effectiveness of positive reinforcement in improving workplace safety performance.
In the workplace, rewards to encourage safe behaviour might be:
- Professional development opportunities. Offering training, certifications, or development programmes to employees who consistently demonstrate safe behaviours can reinforce the importance of safety while aligning with their career growth goals.
- Safety leadership roles. Recognising high-performing employees by involving them in safety committees or assigning them as safety ambassadors fosters ownership and pride.
- Team-based incentives. Rewarding entire teams for achieving safety milestones, such as accident-free months, fosters a collective sense of responsibility and collaboration.
- Public acknowledgement. Highlighting individuals or teams in newsletters, meetings, or internal communications for their commitment to safety demonstrates appreciation while encouraging others to follow suit.
Negative reinforcement
Negative reinforcement strengthens behaviour by removing an unpleasant condition. For instance, an organisation might eliminate a labour-intensive task or simplify processes when employees consistently adhere to safety procedures.
However, relying heavily on negative reinforcement poses risks. It may foster compliance rather than intrinsic motivation, where employees follow safety rules only to avoid discomfort rather than valuing safety itself.
To apply negative reinforcement effectively, it should complement positive reinforcement, not replace it. Any changes should maintain safety standards while enhancing efficiency and linking efforts to tangible outcomes.
Clear communication and education are essential to ensure employees understand the importance of safety beyond external incentives, fostering a stronger, more sustainable safety culture.
Punishment and extinction
Although reinforcement is emphasised in behaviour based safety, punishment (introducing an adverse consequence to discourage unsafe behaviour) can be counterproductive if overused. Employees may feel demotivated or resentful, which undermines long-term behavioural change.
Instead, extinction, or the removal of rewards for unsafe behaviour (for example, not rewarding productivity if it comes at the cost of safety), can be more effective in the long run.
2. Form safe habits
Habits are repetitive behaviours that occur automatically in response to specific cues. They are formed through repeated actions in consistent contexts, a process known as the habit loop. This concept, popularised by Charles Duhigg in The Power of Habit (2012),is rooted in psychological research on habit formation.
Psychologist Wendy Wood has estimated that approximately 43% of daily actions are habitual (Wood et al., 2002).
This automatic nature of habits makes them a powerful mechanism for promoting safety in the workplace. For instance, an employee who habitually checks safety harnesses before using them does so without needing conscious effort, reducing the risk of oversight.
Organisations can foster safety habits by:
Establishing clear cues
Creating effective safety habits begins with clear, consistent triggers that prompt the desired behaviour. Cues act as reminders for employees to perform specific safety actions. Cues are effective if they are visible and relevant to the task at hand.
Examples of clear cues:
- Signage. Well-placed signs in high-risk areas, such as “Wear PPE Beyond This Point” or “Check Safety Harness Before Use,” serve as visual reminders tailored to the environment.
- Digital alerts. Automated notifications or reminders via apps or systems that employees use regularly, such as prompts to complete a daily equipment inspection checklist.
- Workflows. Designing workflows that naturally incorporate safety steps as part of routine operations, such as requiring safety checks at specific checkpoints before proceeding to the next task.
Clear cues ensure that safety actions become part of employees’ routines, reducing the likelihood of steps being missed due to oversight or distractions.
Reinforcing actions
Reinforcement solidifies the link between a cue and the corresponding behaviour, ensuring employees see value in consistently following safety protocols (see ‘Reinforcement’ above). Recognising and rewarding these actions fosters a sense of accomplishment and encourages repetition.
Reinforcement should align with organisational values and respect employees’ professionalism, avoiding overly simplistic or patronising approaches. The goal is to build a culture where safety actions are both recognised and respected.
Providing immediate feedback
Timely feedback is critical to shape and sustain safety habits. Immediate feedback reinforces the connection between behaviour and outcomes, helping employees understand the impact of their actions and adjust where necessary.
Immediate feedback could be through:
- Real-time coaching. Supervisors or safety leaders provide constructive feedback during tasks, such as commending proper PPE usage or correcting unsafe lifting techniques on the spot.
- Technology-driven feedback. Use of wearables or monitoring tools that provide instant alerts when unsafe behaviours are detected, such as proximity warnings in high-traffic areas.
- Follow-up discussions. Post-task debriefs to review what went well and identify areas for improvement ensure that lessons are learned and applied immediately.
For example, a study by Lally et al. (2010) on habit formation found that it takes, on average, 66 days for a behaviour to become automatic. Organisations should maintain reinforcement during this period to ensure habits are deeply ingrained.
3. Break unsafe habits
Breaking unsafe habits is more challenging than establishing safe habits. That is because breaking an automatic habit means replacing it with an alternative.
For example, if employees are accustomed to skipping safety checks due to time pressure, time-efficient alternatives can be introduced that serve the same purpose. This approach is known as habit substitution and is crucial for eliminating ingrained unsafe practices.
4. Challenge cognitive biases
Human decision-making is inherently influenced by cognitive biases (systematic deviations from rational thought). These biases, while often subconscious, can lead to risky behaviours in the workplace, so understanding and addressing them is critical.
These are common biases that affect workplace safety:
- Overconfidence bias. Employees may overestimate their ability to perform tasks safely, leading to shortcuts or ignoring protocols. For instance, an experienced worker might bypass safety checks, believing their skill mitigates the risk.
- Normalisation of deviance. When unsafe practices are repeatedly unchallenged, they can become the norm. Diane Vaughan coined this term while investigating the Challenger disaster, where repeated acceptance of minor safety violations led to catastrophic failure.
- Optimism bias. Workers often underestimate the likelihood of accidents, believing “it won’t happen to me.” This bias can lead to a lack of preparedness or negligence.
Overconfidence bias can be mitigated with regular training, peer review systems, and sharing real-world incident examples that highlight the consequences of ignoring protocols. Visual reminders like posters and labels further reinforce safe practices.
Preventing the normalisation of deviance requires clear zero-tolerance policies, regular safety audits, and systems to reward compliance with safety standards. Tracking and analysing incidents using specialised software helps identify and correct unsafe behaviours before they become entrenched.
To counteract optimism bias, organisations should run risk awareness campaigns using simulations and testimonials to make potential dangers more relatable. Unannounced safety drills ensure employees remain aware of risks and prepared for emergencies.
Using nudge theory to improve decision-making
Nudge theory, developed by Richard Thaler and Cass Sunstein, provides a framework for guiding decisions through subtle environmental changes. For example:
- Defaults. Automatically assigning employees to safety training ensures participation without requiring active decision-making.
- Salience. Highlighting risks through visual cues (e.g., bright colours on dangerous equipment) draws attention and prompts safer behaviour.
These interventions leverage cognitive biases in a positive way, making it easier for employees to make safe decisions.
Praxis42 Behavioural Safety Training
Unsafe behaviours are the cause of most workplace incidents. Our Behavioural Safety Training raises awareness of the link between behaviour and safety standards.
Through interactive and engaging content, this course fosters a culture of accountability, empowering employees, managers and supervisors to actively identify and mitigate risks. By promoting individual responsibility and a shared commitment to safety, the training reduces the likelihood of accidents in the workplace.
Find out more about Behavioural Safety Training on our website or talk to our friendly team about how we can tailor training to your organisation 0203 011 4242/info@praxis42.com
Adam Clarke
Managing Director (Consulting)
