SHE Management Conference 2014 Making Behaviour Change Happen in Health and Safety

Transcription

1 SHE Management Conference 2014 Making Behaviour Change Happen in Health and Safety 14 th 16 th May 2014 Dr Jennifer Lunt, Health and Safety Laboratory

2 Objectives What does the evidence tell us about changing behaviour in health and safety? What should an optimal approach look like?

3 Objectives What does the evidence tell us about changing behaviour in health and safety? What should an optimal approach look like?

4 Sources Behavioural Safety Safety Culture/Safety Leadership Evidence Base Automatic vs reflective decision making Standardising behaviour change

5 Sources Behavioural Safety Safety Culture/Safety Leadership Evidence Base Automatic vs reflective thinking Standardising behaviour change

6 HSE Topic Note 1. Identification 2. Observation checklists 3. Communication 4. Selection and training of observers 5. Observation 6. Feedback: reinforce safe behaviour, educate on unsafe 7. Review

7 Caveat 2: Missing the Safety Critical Event Severity Big, business risk accidents Frequency / probability..but behaviour mod programmes almost always aimed here

8 Caveat 3: Potential Blaming Mechanism High Trust Time out for safety. Employees empowered. Issues addressed locally as first option Low Trust Observation by supervisor. Employees not trusted. Management decide solutions i.e. Assumption that procedure is wrong i.e. Assumption is that rule is right, employee wrong

9 Key lessons Symptoms not necessarily root causes Meaningful consequences Low frequency, high impact events Worker Involvement Quick wins for transient workforce Competent observers (Communication & H&S)

10 Sources Behavioural Safety Safety Culture/Safety Leadership Evidence Base Automatic vs reflective thinking Standardising behaviour change

11 Integrated Approaches Right Problems (Culture Change) Trickle Down Right Solutions Integrated Approach (Dejoy, 2005,Thara ldsen& Haukelid, 2009) Right People Right Messages Bubble Up (Behaviour Change)

12 Safety Cultural culture Maturity maturity model (e.g. Flemming & Lardner, 2002) Joins/ Delegates Consults Tests/ Suggests Sells Tells

13 Key lessons Integrated approach culture, systems and behaviour Fit with safety culture maturity

14 Sources Behavioural Safety Safety Culture/Safety Leadership Evidence Base Automatic vs reflective thinking Standardising behaviour change

15 Origins Kahneman, D. (2012). Thinking Fast and Slow. Penguin. Thaler, R and Sunstein, C. (2008): Nudge: Improving Decisions About Health, Wealth and Happiness, Boston, Yale University Press

16 Two systems.

17 System 1 or System 2? Defeating a safety interlock for the first time Reacting to an alarm Driving a car on an empty road Following instructions for installing a new piece of equipment Lifting a visor to check the quality of a paint finish Challenging unsafe practices

18 System 1 (automatic) or System 2 (reflective)? Defeating a safety interlock for the first time (2) Reacting to an alarm (1) Driving a car on an empty road (1) Following instructions for installing a new piece of equipment (2) Lifting a visor to check the quality of a paint finish (1) Challenging unsafe practices (2)

19 Decision making: Two Systems System 1: Sub-conscious Automatic Quick Effortless Skill Associative mental short cuts, shot guns Emotional/Intuitive Infers, assumes and invents, jumps to conclusions Influences human error System 2: Aware Deliberated Slow(er) Effortful/ lazy Rule following Deductive (problem solving) Rationale Considers/scrutinises Influences violations

20 Prospect Theory * Loss Aversion STOP OR NOT? value Safety (uncertain gain) T losses gain Productivity (certain loss) Tversky and Kahneman (1974)

21 Key lessons Strategies must allow for automatic and reflective decision making Missing ingredient for promoting situational awareness

22 Sources Behavioural Safety Safety Culture/Safety Leadership Evidence Base Automatic vs reflective thinking Standardising behaviour change

23 Intervention mapping (e.g. Broseau et a, 2007) Category Components (Underpinned by Worker Engagement) Motivation Ensure adequate and accurate knowledge of risks and controls. Modify, if necessary, beliefs about consequences (of exposure). Modify, if necessary, beliefs about workers capabilities. Create a facilitating social environment through addressing Instigation underlying values. Maintenance

24 Intervention mapping (e.g. Broseau et a, 2007) Category Components (Underpinned by Worker Engagement) Motivation Instigation Maintenance Create a facilitating work environment by integrating the approach with the safety management system, reducing task complexity and ensuring suitable accessible controls on site. Modify beliefs about personal capabilities using skills based training. Modify the beliefs about the effectiveness controls Specify the behaviours that need to be changed Specify the goal intention, what to aim for Plan in detail how change should be implemented Mitigate stressors, internal and external distracters to heighten situational awareness.

25 Intervention mapping (e.g. Broseau et a, 2007) Category Components (Underpinned by Worker Engagement) Motivation Instigation Maintenance Repeat and refresh training and events Feedback on performance Feedback on actions taken

26 Objectives What does the evidence tell us about changing behaviour in health and safety? What should an optimal approach look like?

27 HSL s Make it Happen Model for Health and Safety Crown Copyright 2014 HSL s Approach to Behaviour Change

28 HSL s approach to changing behaviour 2. Assessment: issues (WHAT & WHO) 5. Monitor and maintain (CHECK & REINFORCE) 1. Preparation (HOW) 3. Assessment: Root cause analysis (WHY) 4. Action Planning and Implementation (DO)

29 1. Can Happen - Physical Context Joined up decision making Worker involvement in risk management systems Provide an appropriate level of resource (PPE, staff). Ensure control measures are available and accessible. Ensure equipment/controls are well maintained. Utilise recording systems (e.g. for near misses and feedback to staff).

30 2. Can Happen: Social context Leadership - demonstrating management commitment. Recruiting respected peers (e.g. team leader) to champion and deliver interventions. Developing a safety culture in which occupational H&S is prioritised. Encouraging worker involvement. Use credible educators (as H&S professionals you have a role!).

31 3.Able to happen: Knowledge (Familiarity, awareness or understanding gained through experience or study) Must know it is a risk! Why it is a risk. How it can harm.

32 4. Able to happen: Skill Job specific H&S Self-regulation (coping, situational awareness) Communication: assertiveness, listening, feedback Self-efficacy

33 5. Want to Happen: Sub-Conscious Drivers Nudge Mindfulness Habit breaking

34 5a. Nudge the sub-conscious Nudging Acts on the sub-conscious ( automatic system ) as opposed to volitional decision making (the reflective system ). Observes libertarian paternalism. Is a feature of the choice architecture (range and structure of choices) that encourages them to choose options that makes them better off as judged by themselves.

35 By raising situational awareness How? Signage On the spot risk assessments (e.g STOP/SLAM) Using colour coding to prompt awareness Cues & prompt cards Mirrors etc

36 By targeting social norms (herd mentality) That incentivise safe behaviour. How? Social norm messages Leadership walking the talk Use trusted role models in training Benchmarking Making H&S trendy H&S Forums (Slide provided by Diageo)

37 5b. Mindfulness Mindfulness for safety is about the quality of attention an orientation toward continually refining and updating expectations, assumptions, beliefs. (Sutcliffe, 2012) holding a rich awareness of details and a capacity for action (Weick et al. 1999)

38 5b. Mindful behaviours Paying attention to what we do not ordinarily pay attention to Intentional, purposeful attention (not haphazard) Focused attention vs. seeing the wider picture Present moment awareness (not past or future) Attending to the environment, others Adopting mindful organising principles for safety Rich awareness of details Differences in similarities

39 5c. Change Habits Cue Risk Behaviour Safe Behaviour $ Reward C. Duhigg (2012). The Power of Habit William Heinamann: London

40 6. Want to Happen: Think through! Persuasive risk communication Planning Observation & feedback

41 7: Maintenance Repeat and refresh Rewards and incentives Monitor, review & learn Evaluate

42 HSL s Make it Happen Model for Health and Safety Crown Copyright 2014 HSL s Approach to Behaviour Change

43 HSL: Behaviour Change Toolkit

44 Further information HSE s website at HSL training courses LWI toolkit: HSL Products: productsupport@hsl.gsi.gov.uk

45 Thank you for listening