Fool Proof Strategies for Marketing Pollution Prevention to Business:

Applying Four Ps to P2

October 15, 2003

Thomas E. (Ted) Boyce, Ph.D.

Center for Behavioral Safety, LLC

Reno, NV

Phone: 775.232.3099

E-mail: ted_cbs@hotmail.com

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Basics of Social Marketing:The Bottom Line

Social marketing is used to influence the behavior of a target audience To achieve a social objective To adopt a product or plan

Social marketing is NOT just advertising and training

A change in the behavior of people is critical Behavior is influenced by its outcomes We understand this through the ABC model

Social Marketing requires an understanding of the 4 Ps Product, Price, Place, and Promotion

Module 1: Product--Defining What

You’re Marketing

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Mission/Vision: Desired Behavioral Changes

More of . . . . . Less of . . . . .

• ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________

• ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________ • ________

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Scoping: 15 Words Flip Chart Helps You

Begin with the End in Mind

Each team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking "What does it look like?" or "How will we know it when we have it?".

PROJECTDEFINITION

PROJECTDEFINITION

PROJECTDEFINITION

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An Effective Environmental Management System

Has Four Characteristics.

Environmental protection is held as a VALUE by all employees.

Each individual feels a sense of responsibility for his/her work environment and helping others to protect the environment.

Each individual is willing and able to work on behalf of the environment.

Each individual routinely performs behaviors that protect the environment for the benefit of themselves and others.

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Effective Culture Change Requires Continual Attention to Three Areas.

Behavior

Person Environment

Knowledge Skills Abilities Intelligence Motives Attitude Personality

Equipment Tools Management systemsMachines

Following proceduresCleaning-up spills Sweeping floors Coaching peers

WorkCulture

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By Focusing on Behaviors, We Identify Areas for Improvement

Before Incidents Occur.

At-Risk Behavior

Near Miss

Minor Incident

Serious Incident

Fatality

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Active Involvement of Employees is Critical to Achieving

an Effective EMS.

Employees can learn when and where theat-risk behaviors occur.

Employees can learn about unsafe conditions. Employees know more about peers’ attitudes

which may impact environmental protection. Employees are in the best position to use the

behavior-change tools on a day-to-day basis. Understanding the principles and designing the

tools provides a “voice” and fosters ownership of the process.

Employees have a lot to gain from environmental protection improvements.

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Achieving an Effective EMS will Require Shifting Our Focus.

ValuePriority

Continuous ImprovementQuick Fix

ProactiveReactive

Fact FindingFault Finding

Systems ApproachPiecemeal Approach

TeamworkRugged Individualism

Company/Employee Responsibility

Government Regulations

Employee DrivenManagement Driven

Process BasedOutcome Based

Achievement OrientedFailure Oriented

To:From:

Module 2: Price: A Tale of Two

Consequences

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Behavior Occurs as a Result of What Comes Before and After.

Doorbell rings Answer doorA good friend is at the door

Before Behavior After

Doorbell rings Answer doorA sales person is at the door

Before Behavior After

(Behavior Increases)

(Behavior Decreases)

Doorbell rings Answer door No one is there

Before Behavior After(Behavior decreases after repeated occurrences)

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Activators and Consequences are Filtered Through the Person.

Activator Person Behavior Consequence

Feedforward Control

Feedback Control

Environment

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Direction Is Not Sufficient To Change Behavior.

Direction

+

Motivation

Behavior Change

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Some Tasks Have Natural Motivating Consequences.

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Some Tasks Don’t Have Natural Rewarding Consequences.

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Some Consequences Lead to More Behavior Change Than Others.

The MOST effective consequences are:

• Certain (There’s a high probability you’ll receive the consequence.)

• Soon (The consequence occurs immediately after your behavior.)

• Sizable (The consequence is significant or meaningful to you.)

Risky Behavior: not cleaning-up spill

Consequences: comfort vs. environmental incident

Comfort

Injury

Un

cert

ain

Dela

yed

Siz

ab

le

Siz

ab

le

Soon

Cert

ain

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Environmental Protection is a Continuous Fight

with Human Nature.

At-risk behaviors are often more comfortable, convenient, and time-efficient than safe behaviors o Immediate, certain, and sizable consequences.

At-risk behaviors rarely result in the sort of consequences (e.g., illness, discipline) sufficient to discourage their occurrenceo Uncertain, sometimes delayed, may not be sizable

relative to other available consequences Initial awareness and carefulness is often transient

because of a natural learning process (i.e., drift)o Natural consequences for at-risk behavior make it

more likely over time

Module 3: Place -- Ownership,

Empowerment, and Effort

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People Do What You Do.

Setting Examplesby Forest H. Kirkpatrick

The eye’s a better teacher and more willing than the ear;Fine counsel is confusing, but example’s always clear;And the best of all the preachers are the one’s who live their

creeds.For to see the good in action is what everybody needs.I can soon learn how to do it if you’ll let me see it done;I can watch your hands in action, but your tongue too fast

may run;And the lectures you deliver may be very wise and true.But I’d rather get my lesson by watching what you do.For I may not understand you and the high advice you give.There’s no misunderstanding how you act and how you live.

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Employees Use A Structured Process to Follow-up on Targeted Areas.

EFINE

BSERVEO

D

I

T

NTERVENE

EST

behavior(s) to target

to collect baseline data

to influence target behavior(s)

to measure effectiveness of the intervention(s)

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One-Minute Observation and Feedback Makes a Difference.

Observer: Location: Date:

AuditCategory Safe Unsafe

Feedback TargetsSafe Unsafe

Position

Safe Apparel

Housekeeping

Tools/ Equip.

Procedures

Total I Gave Feedback yes no

Front of One-Minute Audit Card

Feedback Targets Yes No Feedback Targets Yes No

Position* Line of Fire* Falling* Pinch Points* Lifting

Tools/ Equip.* Condition* Use* Guards

Safe Apparel* Hair* Clothes* Jewelry* PPE

Procedures* SOP's* JSA's* Permits* Lockout

Housekeeping* Floor* Equipment* Storage of Materials

* Barricade* Equipment Release

Back of One-Minute Audit Card

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The Data May Be Examined In Different Ways.

PPE Use: GlovesTotal % Safe by Month

0

20

40

60

80

100

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Month

Perc

ent S

afe

Before BBS ProgramBefore BBS Program After BBS ProgramAfter BBS Program

BBS Program rolled out in May 2001

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The Data May Be Examined In Different Ways.

Total % Safe by Month

0

20

40

60

80

100

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Month

Perc

ent S

afe

Hand PPE

Fall Protection

Before BBS ProgramBefore BBS Program After BBS ProgramAfter BBS Program

BBS Program rolled out in May

2001

Goal: 90% safe for 3 consecutive months

Incentive: Celebration

Module 4: Promotion--Using the ABCs

Effectively

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Threat vs. Opportunity Matrix(Assessing a Silent P--Politics)

Long-Term

Short-Term

OpportunitiesThreats

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At-Risk Behaviors Are Not Necessarily the Result of Deliberate Acts.

Unknowingly At-Risk

Knowingly At-Risk

Knowingly Safe

Safe Habit

(knowledge)

(feedback)

(reinforcement)

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Activators and Consequences are Used in Interventions to Influence Behavior.

Use Activators when employees: Don’t fully understand the appropriate behavior. Need to be reminded of the appropriate behavior.

Use Consequences when existing consequences: Reward the at-risk behavior. Prevent the environmental protective behavior.

Use Both Most effective interventions are a combination of

activators and consequences.

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Effective Activators Follow These Six Principles.

Specify behavior Be specific about the behaviors you are requesting.

Vary the messageLook for different ways to keep the message fresh.

Vary the methodLook for different ways to deliver the message.

Involve the participantsInvolvement leads to ownership and commitment.

Activate close to response opportunityGive reminders near the opportunity to perform the requested behavior.

Implicate consequencesMake sure people realize the consequences that are available to them if they perform according to the request.

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The Most Powerful Activators Imply Consequences.

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Interventions Often IntroduceExtra Consequences.

Extra

ConsequenceNatural

Consequence

At-risk Behavior

Desired

Behavior

NewOld

Correcting or constructing feedback

Reprimand Penalize

Time saving Easy Comfortable (injury rare)

Praise Rewarding

feedback Recognition

Ignore Time consuming

More difficult (self-approval)

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Feedback is a Powerful Consequence to Motivate Behavior.

Rewarding feedback increases desired behavior; correcting feedback decreases undesired behavior.

Feedback provides knowledge of results. Feedback provides social support.

Peer support and acceptance Manager/supervisor approval

Behavior-focused feedback can occur formally and informally. Formally: behavioral observation & feedback

process, accountability reviews, performance evaluations

Informally: one-on-one or group feedback

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Communicating the Vision

Tactics & Tools Include:• What is our project about?

• Why do we need to change?

• What does success look like?

• What do I need from you?

Used For:

• Meaningful Helping team members practice framing the need

• Articulating the vision in a clear, simple and way

1. Imagine a chance meeting of a CAP team member and a key stakeholder in an empty elevator with 90 seconds to ride.

2. Describe the need for change and the vision of the new state, as one might respond to the question, "Why are we doing this project?"

3. Team members practice this "speech" so they can convey a uniform message to others.

"Elevator Speech”

Communication of clear purpose helps overcome resistance

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Communication Planning Matrix

StaffMeeting

CrewMeeting

Oral

VP Memo

BulletinBoard

Newsletter

Written:

CommunicateSuccesses

MobilizeCommitment

Clarify/Communicate

vision

AnnounceCAP

Project Channel

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3-W Form (What, Who, When)

What Who When Comments

1

2

3

4

5

Item # from 3W

Percent Completed Progress Obstacles Resources

Needed

AOC ACTIVITIES OFF COURSE

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Small Steps Reduce Errors and Build Self-Effectiveness.

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On-Site Seminar Offer

Your attendance at this presentation entitles you to: One free on-site introductory seminar*

or 1/2 off on-site consultation and workshop*

*Participant will be responsible for travel expenses plus materials.

To set-up your on-site visit and consultation, contact Dr. Boyce at 775.232.3099 or ted_cbs@hotmail.com

Please mention your attendance at this WRPPN session.