Workplace accidents are not mere strokes of misfortune — they often result from identifiable causes. While unsafe conditions, equipment failures, or environmental factors can contribute to these incidents, the predominant factor is unsafe behaviour. According to several decades of research and safety analysis, unsafe behaviour is responsible for between 80% and 95% of all workplace accidents.
This article provides a comprehensive look into the role of unsafe behaviour in workplace incidents, drawing on historical models, recent data, and practical strategies for prevention. Understanding the behavioural roots of workplace accidents is essential for building a robust safety culture and an effective Health and Safety Management System (HSMS).
Historical Insight: Heinrich’s Domino Theory
One of the foundational concepts in accident causation is Heinrich’s Domino Theory, introduced by H.W. Heinrich in 1931. Through his research of industrial accident reports, Heinrich concluded that:
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88% of all workplace accidents are caused by unsafe acts (human behaviour),
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10% due to unsafe conditions, and
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2% by unpreventable or unknown causes.
Heinrich visualized accidents as a series of five dominoes representing the social environment, worker fault, unsafe act/mechanical hazard, accident, and injury. When one domino (such as an unsafe act) falls, it triggers the next unless intervention breaks the sequence.
Though some of Heinrich’s assumptions have been refined with modern safety science, the core principle remains widely accepted: most accidents are preventable and largely behavioural in origin.
Modern Data: What Percentage of Accidents Are Behaviour-Related?
Over the years, numerous organizations have conducted research into the root causes of workplace accidents. Here are some compelling findings:
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OSHA (Occupational Safety and Health Administration) has consistently reported that 85% to 90% of workplace incidents involve unsafe behaviour.
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The National Safety Council (NSC) highlights that human error contributes to 90% of occupational incidents.
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The Health and Safety Executive (HSE) UK echoes similar findings across various sectors, indicating that unsafe acts or lapses in behaviour account for the majority of reportable injuries.
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Behavioural safety studies conducted across the oil and gas, construction, and manufacturing industries estimate that only 10% to 20% of incidents are caused solely by unsafe conditions, with the rest traced back to unsafe actions or omissions.
Read Also: 7 Steps In Behavior-Based Safety Process
These figures reinforce the fact that unsafe behaviour is the single largest contributing factor to workplace accidents.
What Is Unsafe Behaviour?
Unsafe behaviour can be defined as any act that deviates from an established safe practice or procedure, thereby increasing the risk of an accident or incident. These behaviours are often subtle, routine, and sometimes culturally accepted within certain workplaces.
Common Examples of Unsafe Behaviour
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Operating machinery without proper guards
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Not wearing personal protective equipment (PPE)
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Bypassing lockout/tagout procedures
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Taking shortcuts to finish tasks faster
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Using damaged tools or equipment
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Climbing without fall protection
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Texting or using a phone while working
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Horseplay in hazardous environments
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Ignoring hazard signs or alarms
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Failing to report near misses or incidents
While not all unsafe behaviours are deliberate, even seemingly minor deviations can result in severe injuries or fatalities, especially in high-risk sectors.
Why Do People Engage in Unsafe Behaviour?
Understanding the underlying causes of unsafe behaviour is critical for prevention. Employees don’t usually wake up intending to take risks, yet certain patterns and conditions can push individuals toward dangerous decisions.
Key Factors Behind Unsafe Behaviour:
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Complacency: Familiarity with the task may lead workers to underestimate risks or skip steps.
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Time Pressure: Tight deadlines can tempt workers to cut corners or bypass safety protocols.
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Lack of Training: Employees may not fully understand the correct or safest way to perform a task.
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Cultural Norms: Unsafe behaviours may become normalized if supervisors or colleagues regularly engage in them.
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Peer Influence: Group behaviour often influences individual choices. If a team collectively ignores PPE rules, new members may follow suit.
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Fatigue or Stress: Physical or mental exhaustion impairs judgment, increasing the likelihood of mistakes.
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Overconfidence: Experienced workers may assume they can handle risks without incident.
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Poor Communication: Inadequate briefing or misunderstanding of procedures can lead to unsafe acts.
The Domino Effect of Unsafe Behaviour
Unsafe behaviour doesn’t occur in a vacuum. It typically initiates a chain reaction of events that leads to accidents. This cause-effect progression mirrors Heinrich’s model and is still relevant today.
Example Scenario:
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Unsafe Behaviour: A worker disables a machine guard to improve efficiency.
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Unsafe Condition: The moving part is now exposed.
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Trigger: The worker’s sleeve gets caught.
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Accident: The machine pulls the worker’s arm in.
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Injury: Severe laceration or amputation occurs.
Read Also: Psychological Trust Exercises: Building Stronger Teams Through Safety and Connection
This simple scenario demonstrates how one behavioural lapse can snowball into a life-altering event. Therefore, addressing unsafe behaviour at the source is critical for breaking the chain of accidents.
Behaviour-Based Safety (BBS): A Proactive Approach
In response to the overwhelming evidence linking unsafe behaviour to workplace accidents, many organisations have adopted Behaviour-Based Safety (BBS) programs.
What Is BBS?
Behaviour-Based Safety is a process that:
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Observes and analyses employee behaviour in the workplace,
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Identifies unsafe behaviours or actions,
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Offers constructive feedback, and
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Reinforces safe practices through positive reinforcement.
Key Elements of a Successful BBS Program:
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Employee Involvement: Workers must be involved in designing and participating in the program.
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Regular Observations: Peer-to-peer or supervisor-led observations identify at-risk behaviours.
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Non-Punitive Feedback: The goal is correction, not punishment.
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Data Collection and Analysis: Tracking unsafe acts helps identify trends and areas for improvement.
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Recognition and Rewards: Positive reinforcement motivates adherence to safe practices.
When implemented with integrity and commitment, BBS can drive significant reductions in incident rates and build a long-term safety culture.
Strategies to Reduce Unsafe Behaviour
Eliminating unsafe behaviour is challenging but achievable through a combination of policies, leadership, and cultural transformation.
1. Leadership Commitment
Safety must be led from the top. Leaders should model safe behaviour and demonstrate zero tolerance for shortcuts or recklessness. Safety should be a core business value, not an afterthought.
2. Thorough Training and Competency Assessment
Train employees not just on what to do, but why it matters. Reinforce the real-world consequences of unsafe behaviour through storytelling, case studies, and simulations.
3. Effective Communication
Use toolbox talks, safety bulletins, and digital displays to remind workers of key safety rules and recent incidents. Open lines of communication encourage reporting and collaboration.
4. Reporting Systems
Create a simple and anonymous system for reporting unsafe behaviours, near-misses, and concerns. Respond quickly and constructively to encourage future reporting.
5. Positive Reinforcement
Recognize and reward individuals or teams that exemplify safe behaviours. Acknowledge their efforts in meetings, newsletters, or incentive programs.
6. Safety Culture Building
Cultivate a culture where safety is everyone’s responsibility. Encourage employees to hold each other accountable and challenge unsafe norms.
7. Review and Continuous Improvement
Regularly evaluate procedures, conduct incident investigations, and update training based on trends. Don’t wait for an accident to prompt change.
Case Study: Unsafe Behaviour in Construction
In 2023, a construction company in Texas experienced three serious fall incidents in three months. Investigation revealed that workers routinely unhooked their harnesses when moving across the scaffolding because the lifeline was “inconvenient.”
Root Cause:
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Complacency due to routine work
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Inadequate supervision
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Lack of enforcement of fall protection policy
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Absence of disciplinary action for non-compliance
Intervention:
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Mandatory retraining on fall protection
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Introduction of behaviour-based observations
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Supervisor accountability tied to safety KPIs
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Incentive program for safe behaviour
Results:
Within six months, the company reported zero fall-related incidents and a significant increase in PPE compliance.
Legal and Financial Implications of Unsafe Behaviour
Unsafe behaviour doesn’t just pose a physical risk — it can have legal, financial, and reputational consequences:
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Injury Costs: Medical expenses, compensation, lost productivity.
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Fines and Penalties: OSHA citations can range from thousands to millions in severe cases.
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Legal Action: Personal injury lawsuits or criminal charges for extreme negligence.
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Insurance Premiums: Repeated claims increase insurance costs.
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Business Disruption: Shutdowns, investigations, and loss of skilled labor.
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Reputation Damage: Publicized accidents affect customer trust and employee morale.
Read Also: Psychological Safety Training: Benefits and Certification
By investing in behavioural safety, organisations not only protect their people, but they also protect their bottom line.
Conclusion
The evidence is overwhelming: Unsafe behaviour accounts for 80% to 95% of workplace accidents. Whether it’s bypassing safety controls, ignoring PPE, or taking unnecessary risks, these behaviours introduce avoidable hazards into the work environment.
Preventing unsafe behaviour requires more than rules — it demands leadership, education, behavioural science, and cultural transformation. By understanding why people act unsafely and taking proactive steps to influence behaviour, organisations can significantly reduce accident rates and create a safer, more productive workplace.
Safety begins with behaviour. When we change behaviours, we change outcomes.
Frequently Asked Questions
What is considered unsafe behaviour in the workplace?
Unsafe behaviour includes any action or inaction that increases the likelihood of harm, such as failing to wear PPE, taking shortcuts, or ignoring safety procedures.
Is it true that people, rather than conditions, cause most workplace accidents?
Yes. Numerous studies show that 80–95% of workplace accidents are behaviour-related, not due solely to unsafe conditions.
Can unsafe behaviours be prevented completely?
While total elimination may not be possible, consistent training, leadership, and safety culture can drastically reduce unsafe behaviours.
How does behaviour-based safety differ from traditional safety programs?
Traditional safety focuses on rules and equipment. BBS targets human behaviour, using observations and feedback to promote safe actions.
Are there tools to track unsafe behaviours?
Yes. Many companies use behaviour observation checklists, near-miss reports, and safety analytics tools to monitor and correct behaviours.