SmartCard: The Science

Behavioral scientists have studied human behavior for decades to understand why we do what we do. They developed the above model, called the ABC Model of Human Behavior. We'll be using this model to discuss employee behavior and explain why people do what they do. 

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There are 3 steps in the ABC Model:

1.  Activator: the events, action, or circumstances that occur before a behavior (i.e., the thing that triggers a behavior). 

2.  Behavior: what people do or say that achieves a result that can be measured or observed. 

3.  Consequence: the result or effect of a behavior. 

 

But understanding human behavior isn't as simple as 1, 2, and 3. You may think the activator drives behavior, and it does- to a point. Activators give you a situation to respond to, which triggers behavior. But our brains actually take one step ahead and weigh the consequences before any behavior is performed.

 

Consequences, then, are the drivers of behavior. While the term can have a negative connotation, "consequence" in this context simply means the result of a behavior- good or bad. It's not hard to understand how consequences determine behavior. Behavioral scientists define the relationship between consequences and behavior this way:

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"Behaviors with positive, immediate, and certain consequences are more likely to be repeated, while behaviors with negative, immediate, and certain consequences are less likely to be repeated."

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Most of us know this, whether we realize it or not. This learning mechanism is the reason why we don't have to learn more than once not to touch a hot stove: the negative, immediate, and certain consequences of that behavior are instantly memorable and motivate us to not repeat that behavior. 

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Here's the problem: negative behaviors don't always have negative, immediate, and certain consequences, and positive behaviors don't always have positive, immediate, and certain consequences. Keep this in mind as we connect the ABC model of behavior to your work. 

 

Application to Safety

 

As was previously stated, the relationship between consequences and behavior can get a little complicated. Not all positive behaviors have positive consequences, and not all negative behaviors have negative consequences. When a positive behavior has negative, immediate, and certain consequences, it's harder to do the right thing. That's why, for instance, people smoke even though they know it's dangerous: not all smokers develop lung cancer, and it may take decades to develop. The negative consequences of that behavior are uncertain and not immediate. It can take months or years for negative consequences to crop up, and some of the more immediate negative consequences (ie. effect on appearance) just aren't important enough to provoke change.

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Think about the safe behaviors you and your employees perform. Few positive, safe behaviors are immediately gratifying. PPE is hot and uncomfortable. Safety checks are tedious and time-consuming. You can probably think of other behaviors specific to your workplace that aren't fun, but necessary for safety. 

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Can you spot the positive, immediate, and certain consequences of his unsafe behavior? Saving time and effort are powerful motivators, especially in fast-paced fields like construction. And because negative consequences for negative behavior aren't guaranteed, it's easy to rationalize the unsafe behavior- which is why employees feel confident enough to take risks. ​

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Past experience is also a powerful motivator. Think about how your employees perform tasks when they're not on-site. Think they're following all safety protocols to clean out the gutters, service their vehicles, or perform home repairs? Not likely. And do they still have all their fingers and toes? Probably, which further reinforces inattention to safe operating procedures.​