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Understanding the theoretical foundation
FOR THE PAST DOZEN OR SO YEARS, SH&E professionals have used behavioral psychology to reduce risk in the workplace. This attention has been justified on the basis that at-risk behaviors are the last measurable and observable events preceding workplace injuries. Controlling the expression of these behaviors has been argued to be key to safety improvement.
Various programs have emerged to address at-risk behavior with the expectation that effective control will result in reduced injuries. Although few studies have been conducted to determine the association between behavioral safety and reduced injuries, safety literature contains numerous testimonials asserting the effectiveness of behavioral safety programs. Two research teams compiled results from several case studies and concluded that strong evidence exists to support the relationship between behavioral safety and reduced injury rates (Sulzer-Azaroff and Austin; Krause, et al). Additionally, some researchers have studied the impact of specific interventions and have concluded that some behavioral programs positively affect injury experience (Lingard and Yesilyurt; Lingard; Lingard and Rowlinson; Duff, et al).
While evidence supports the effectiveness of behavioral safety, little time has been dedicated to explaining mechanisms, theory and models underlying behavioral safety programs. In other words, organizations are beginning to understand how to affect behavioral change, but do not fully comprehend why behavioral interventions are effective. According to Argyris, both components (theoretical basis and actionable elements) are critical to the development of effective management theories. That is, Argyris argues, management must be guided by knowledge containing actionable and theoretical elements. When this occurs, theories become consequential and have pragmatic value within management contexts. In other words, management theories become actionable and meaningful [Argyris(a)].
This article concerns the theoretical foundation of behavioral safety programs. It discusses behavioral and industrial psychological theories that explain the effectiveness of behavioral safety programs. In essence, this article completes the construction of a consequential management theory by integrating established behavioral safety methods with accepted behavioral science theory. This objective is accomplished through 1) a review of popular behavior theory; 2) the construction of a model that integrates behavioral science within a framework of systems-thinking; and 3) a brief application related to safety.
Popular Behavior Theory
Several theoretical concepts help explain the causation of behavior. According to Geller, theory is the foundation...