Creating a robust safety culture in the workplace is an ongoing journey, requiring more than just written policies and training sessions. It fosters an environment where every level, from senior management to frontline workers, embraces safety. Behavior-based safety (BBS) is central to this effort, recognizing that human behavior drives safety improvements. As Dr. Robert Cialdini’s work on social influence suggests, employees are more likely to adopt safe behaviors when encouraged by peers and leaders alike. The principle of “persuasion”—the idea that the behavior of those we respect influences us—plays a crucial role in shaping a safer workplace aligned with workplace safety.

Social Proof and Peer Support: How Influence Shapes Safety

Social proof is a powerful psychological concept that refers to the human tendency to look to others for cues on how to behave. In the workplace, this translates to employees being more likely to follow safety protocols if they see their peers doing the same. When peers model positive safety behaviors—such as consistently wearing protective gear or following safety procedures—others are more likely to mirror these actions. This reinforces a loop where safe practices become the norm as they are seen as socially acceptable.

In a famous experiment, researchers demonstrated the principle of social proof by instructing actors to look up at the sky. Soon, bystanders began doing the same, despite having no reason to. In a work setting, this phenomenon plays out similarly when employees adopt unsafe behaviors because they see others doing so. For example, if a worker neglects to wear ear protection or bypasses a safety procedure, it can set a negative precedent for others within the realm of workplace safety.

To prevent this, it is essential to harness the influence of peers to promote safe behaviors. Leaders and health and safety practitioners can play a critical role by identifying key influencers within the workforce and encouraging them to model the right behaviors to enhance workplace safety.

The Role of Leadership and Key Influencers in BBS

According to the Demoura Lawson Consulting (DMLC) Fundamentals of BBS Programs, leadership behaviors set the tone for workplace safety, and it is crucial for leaders to actively engage in safety practices. This concept, known as transformational leadership, focuses on creating long-term commitment to safety by empowering employees to take ownership of their behaviors. The workshop emphasizes that leadership behaviors need to be visible and aligned with strategic objectives for them to have the most significant impact on workplace safety.

For example, supervisors and managers need to model safety behaviors themselves, demonstrating the importance of adhering to safety protocols. As Röttger et al. (2017) found, the immediate supervisor has the most significant influence on frontline workers’ behaviors. Therefore, it is not enough for supervisors to merely enforce compliance; they must inspire commitment to safety through their own actions, which ultimately supports workplace safety.

One organization successfully implemented this approach by working with the Demoura Lawson Consulting BBS strategy to develop a supervisor engagement program. The training focused on having “open conversations,” enabling supervisors to address unsafe practices confidently. By fostering open dialogue and coaching supervisors to engage directly with employees, the company saw a noticeable shift in safety engagement. Supervisors felt more empowered to own their safety responsibilities, which encouraged their teams to follow suit, further promoting workplace safety.

The Importance of Psychological Safety

In the BBS framework, creating a psychologically safe environment is fundamental to fostering a strong safety culture. Psychological safety means that employees feel comfortable voicing their concerns or admitting mistakes without fear of reprisal. Employees are more likely to engage in safe behaviors when their leaders and peers support them, rather than punish them for mistakes, which is vital for workplace safety.

This aligns with Cialdini’s concept of “peersuasion”, where employees are more likely to follow safe practices when they see others doing the same. Leaders should aim to create an environment where employees feel their contributions to safety are valued, and that they can raise concerns openly. This sense of psychological safety not only encourages compliance but also fosters innovation in improving safety protocols, thus enhancing workplace safety.

Behavioral Triggers and Reinforcement

One of the key insights from the DMLC “Fundamentals of Behavior Safety” workshop is the idea that every behavior is driven by a sequence of events: the antecedent (what triggers the behavior), the behavior itself, and the consequence (the outcome of the behavior). To influence safety behaviors, leaders must understand this sequence and focus on managing consequences effectively for workplace safety.

Positive reinforcement plays a crucial role in encouraging safe behaviors. Rather than relying solely on negative reinforcement (e.g., punishment for unsafe actions), leaders should provide positive reinforcement for safe behaviors. The workshop advises maintaining a 4:1 ratio of positive to negative feedback, meaning that employees should receive four instances of positive reinforcement for every instance of corrective feedback. This ratio ensures recognition and encouragement of safe behaviors, preventing “extinction,” where behaviors diminish due to lack of feedback, which is crucial for workplace safety.

In practice, this could involve recognizing employees who consistently adhere to safety protocols during team meetings or offering small rewards for safety innovations. By reinforcing positive safety behaviors, organizations can shift the culture toward one where safety is a shared responsibility and a crucial part of workplace safety.

Small Steps Lead to Big Wins

Implementing significant changes in safety culture may seem daunting, but BBS advocates for starting with small, manageable actions. As Cialdini’s research suggests, small requests that are easy to accomplish can build momentum for larger behavioral changes over time. This strategy is echoed in the DMLC “Lead to Inspire” Sustainable Operations Workshop, where leaders are encouraged to set achievable behavioral targets and progressively increase them as employees gain confidence and buy-in for workplace safety.

For example, asking a supervisor to invite peers to a safety committee meeting or to deliver a safety announcement on the shop floor can be an effective starting point. These small actions help create a psychologically safe environment where employees feel empowered to take ownership of workplace safety.

In the end, the key to creating a sustainable safety culture lies in understanding and influencing behavior. By leveraging the principles of behavior-based safety, organizations can create a workplace where safety is not just a rule but a shared value. Leaders play a critical role in this process, modeling the behaviors they wish to see and providing positive reinforcement to encourage safe practices, fostering workplace safety.

Through “peersuasion” and visible leadership, companies can foster a culture of safety that is both resilient and adaptive. When employees feel empowered to take ownership of their safety and that of their peers, they create a workplace where safety is ingrained in every action, leading to long-lasting positive change in workplace safety.