Observation programmes and leading indicators, and the implementation mistakes that turn a good idea into safety theatre nobody believes in.
Done badly, behavioural safety becomes a paperwork exercise that quietly teaches people not to report. This covers observation programmes and leading indicators, and the implementation mistakes that decide which of the two you end up with.
The theory behind behaviour-based safety.
Designing observation and feedback processes.
Using proactive indicators to guide effort.
Building ownership and participation.
Giving feedback that changes behaviour.
The traps that turn BBS into safety theatre.
SHE managers, safety officers, and line leaders introducing or improving behaviour-based safety programmes.
A safety, SHEQ or operational leadership role.
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