Abstract
ABSTRACTComplacency inhibits safe behaviors of workers and managers. This is of concern to industries where process safety is needed to reduce the chance of catastrophic events such as fires and explosions. A behavioral definition of complacency is offered as trending behavioral variation that eventually exceeds safety boundaries. Behavioral processes that contribute to these patterns of variability are discussed and analyzed, including habituation, extinction, unprogrammed reinforcement, the avoidance paradox, rule-governed behavior, and competing contingencies of production. Solution strategies are suggested that address this analysis of behavioral variance, including pinpointing behavioral variation related to safety, changing training design, strengthening positive reinforcement for process-related behaviors of workers and management, reducing sources of unprogrammed reinforcement for dangerous variation, strengthening rule-governed behavior, and changing contingencies for managers and executives whose decisions affect behavior and process safety at many levels in the company.
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