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| Producing Durable Changes in Safety Behavior |
| Sunday, May 30, 2004 |
| 10:30 AM–11:50 AM |
| Liberty B |
| Area: OBM; Domain: Applied Research |
| Chair: John Austin (Western Michigan University) |
| Discussant: Ron Van Houten (Mount Saint Vincent University) |
| Abstract: . |
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| The Immediate Effects of Being Observed |
| JOHN AUSTIN (Western Michigan University), Donald H. Rohn (Ardent Learning) |
| Abstract: Behavior Analysts reliably change behavior in diverse settings, including the workplace, and have been doing so for decades. Examinations of the durability of those behavioral changes are, however, comparatively rare. The purpose of this symposium is to describe three projects that have implemented training or management programs to teach the requisite knowledge underlying safe work practices and to increase those work practices--and measured the durability of those changes. Austin and Rohn addressed measurement issues in the context of examining durability at a molecular, within session level. Using a hidden camera, they examined the effects on ergonomic behavior of the presence and subsequent absence of an ostensible observer. Anger and colleagues examined the impact of training, absent a behavior management component, over a period of 1-12 months post-training in laboratory studies and food service operations. Hopkins and colleagues employed a powerful performance management program to change behavior in reinforced fiberglas operations, and then returned two years later to evaluate the durability of the changes in the absence of external intervention. |
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| Durability of Knowledge and Behavior Change following Training |
| W. KENT ANGER (Oregon Health & Science University), David A. Eckerman (University of North Carolina, Chapel Hill), Diane S. Rohlman (Oregon Health & Science University) |
| Abstract: To change behavior, training may be employed to teach information and the reasons for changing behavior. We recruited working adults who did not use respirators in their work, to complete respirator training. Knowledge on four-answer multiple choice questions, was initially at 45%, increasing to 93% immediately post-training but declining to 73% at 2 months after training. Employees in a food services department of a University/hospital organization were recruited to take training in avoiding slips and falls and in proper fire extinguisher selection and use. Both knowledge and behavior (work practices) were examined before and up to one year after the training, although no performance management programs were put in place to support the training. Prior to training, knowledge was 75% on 4-answer multiple choice questions, increasing to 95% immediately post-training, and declining to 84% at about 6 months after training. Problematic conditions produced by behaviors (spilling and leaving pools of water on the floor) declined over the training period, once adjusted for production levels, and generally remained low for up to a year. |
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| Durability of Behavioral Procedures for Reducing Worker Exposure to a Suspect Carcinogen |
| BILL L. HOPKINS (Retired) |
| Abstract: Workers at three factories manufacturing various fiberglass-reinforced plastic products were taught 11 work practices and 20 housekeeping procedures that would reduce exposure to styrene and other chemicals used in the manufacturing process. Key areas included spraying and roll-out where the chemical concentrations were especially high. The performance management system included videos of recommended work practices, on-the-job practice of those work practices, feedback, praise and financial incentives for improvements. Following training the recommended work practices increased from 74% to 96%, housekeeping improved from 34% to 92% and styrene exposure reduced from 33-80% across three plants. Returning 2 years after the study, during which management had essentially not attempted to maintain the contingencies, 6 of the original 19 workers were re-observed by the same observers. The styrene levels remained low, and two-thirds of the work practices and housekeeping measures remained above 90%. Re-introduction of feedback and reinforcement returned other work practices, ones that took extra effort and attention, to higher levels. |
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