making behaviour change happen in health and · 1. can happen - physical context joined up decision...

An agency of the Health & Safety Executive Enabling a better working world An agency of the Health & Safety Executive

Enabling a better working world

14th–16th May 2014

Dr Jennifer Lunt, Health and

Safety Laboratory

SHE Management Conference 2014

Making Behaviour Change Happen in Health and

Safety

An agency of the Health & Safety Executive Enabling a better working world

Objectives

What does the evidence tell us about changing behaviour in health and safety?

What should an optimal approach look like?

An agency of the Health & Safety Executive Enabling a better working world

Objectives

What does the evidence tell us about changing behaviour in health and safety?

What should an optimal approach look like?

An agency of the Health & Safety Executive Enabling a better working world

Evidence Base

Safety Culture/Safety

Leadership

Standardising

behaviour change

Behavioural Safety

Automatic vs reflective

decision making

Sources

An agency of the Health & Safety Executive Enabling a better working world

Evidence Base

Safety Culture/Safety

Leadership

Standardising

behaviour change

Behavioural Safety

Automatic vs reflective

thinking

Sources

An agency of the Health & Safety Executive Enabling a better working world

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

An agency of the Health & Safety Executive Enabling a better working world

Event

Severity

Frequency / probability

Big, business risk accidents

..but behaviour mod programmes almost always aimed here

Caveat 2: Missing the ‘Safety Critical’

An agency of the Health & Safety Executive Enabling a better working world

High Trust

Time out for safety.

Employees empowered.

Issues addressed locally as first option

i.e.

Assumption that procedure is wrong

Low Trust Observation by supervisor. Employees not trusted.

Management decide solutions

i.e.

Assumption is that rule is right, employee wrong

Caveat 3: Potential Blaming Mechanism

An agency of the Health & Safety Executive Enabling a better working world

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)

An agency of the Health & Safety Executive Enabling a better working world

Evidence Base

Safety Culture/Safety

Leadership

Standardising

behaviour change

Behavioural Safety

Automatic vs reflective

thinking

Sources

An agency of the Health & Safety Executive Enabling a better working world

Integrated Approaches

(Culture Change)

(Behaviour Change)

“Trickle Down”

“Bubble Up”

Right Problems

Right Solutions

Right People

Right Messages

Integrated Approach (Dejoy, 2005,Tharaldsen& Haukelid, 2009)

An agency of the Health & Safety Executive Enabling a better working world

Tells

Sells

Joins/ Delegates

Safety culture maturity model

Tests/ Suggests

Consults

Safety Cultural Maturity (e.g. Flemming & Lardner, 2002)

An agency of the Health & Safety Executive Enabling a better working world

Key lessons

Integrated approach – culture, systems and behaviour

Fit with safety culture maturity

An agency of the Health & Safety Executive Enabling a better working world

Evidence Base

Safety Culture/Safety

Leadership

Standardising

behaviour change

Behavioural Safety

Automatic vs reflective

thinking

Sources

An agency of the Health & Safety Executive Enabling a better working world

Origins…

Thaler, R and Sunstein, C. (2008): Nudge: Improving Decisions About Health, Wealth and Happiness, Boston, Yale University Press

Kahneman, D. (2012). Thinking Fast and Slow. Penguin.

An agency of the Health & Safety Executive Enabling a better working world

Two systems….

An agency of the Health & Safety Executive Enabling a better working world

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

An agency of the Health & Safety Executive Enabling a better working world

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)

An agency of the Health & Safety Executive Enabling a better working world

Decision making: Two Systems

System 1:

Sub-conscious

System 2:

Aware

• Automatic • Deliberated

• Quick • Slow(er)

• Effortless • Effortful/ ‘lazy’

• Skill • Rule following

• Associative – mental ‘short cuts’,

‘shot guns’

• Deductive (problem solving)

• Emotional/Intuitive • Rationale

• Infers, assumes and invents,

jumps to conclusions

• Considers/scrutinises

• Influences human error • Influences violations

An agency of the Health & Safety Executive Enabling a better working world

Prospect Theory *

Loss Aversion

STOP OR NOT?

T

Tversky and Kahneman (1974)

value

losses gain

Safety (uncertain gain)

Productivity (certain loss)

An agency of the Health & Safety Executive Enabling a better working world

Key lessons

Strategies must allow for automatic and reflective

decision making

Missing ingredient for promoting situational

awareness

An agency of the Health & Safety Executive Enabling a better working world

Evidence Base

Safety Culture/Safety

Leadership

Standardising

behaviour change

Behavioural Safety

Automatic vs reflective

thinking

Sources

An agency of the Health & Safety Executive Enabling a better working world

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

underlying values. Instigation

Maintenance

An agency of the Health & Safety Executive Enabling a better working world

Intervention mapping (e.g. Broseau et a, 2007)

Category Components (Underpinned by Worker

Engagement)

Motivation

Instigation • 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.

Maintenance

An agency of the Health & Safety Executive Enabling a better working world

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

An agency of the Health & Safety Executive Enabling a better working world

Objectives

What does the evidence tell us about changing behaviour in health and safety?

What should an optimal approach look like?

An agency of the Health & Safety Executive Enabling a better working world

© Crown Copyright 2014

HSL’s ‘Make it Happen’ Model for

Health and Safety

HSL’s

Approach to

Behaviour

Change

An agency of the Health & Safety Executive Enabling a better working world

HSL’s approach to changing behaviour

3. Assessment: Root cause

analysis (WHY)

4. Action Planning and

Implementation (DO)

5. Monitor and maintain (CHECK &

REINFORCE)

2. Assessment: issues

(WHAT & WHO)

1. Preparation (HOW)

An agency of the Health & Safety Executive Enabling a better working world

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).

An agency of the Health & Safety Executive Enabling a better working world

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!).

An agency of the Health & Safety Executive Enabling a better working world

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.

An agency of the Health & Safety Executive Enabling a better working world

4. Able to happen: Skill

Job specific

H&S

Self-regulation (coping,

situational awareness)

Communication:

assertiveness, listening,

feedback

Self-efficacy

An agency of the Health & Safety Executive Enabling a better working world

5. Want to Happen: Sub-Conscious Drivers

Nudge

Mindfulness

Habit breaking

An agency of the Health & Safety Executive Enabling a better working world

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’.

An agency of the Health & Safety Executive Enabling a better working world

How?

• Signage

• On the spot ‘risk assessments’ (e.g STOP/SLAM)

• Using colour coding to prompt awareness

• Cues & prompt cards

• Mirrors etc

…By raising situational awareness

An agency of the Health & Safety Executive Enabling a better working world

…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)

An agency of the Health & Safety Executive Enabling a better working world

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)

An agency of the Health & Safety Executive Enabling a better working world

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

An agency of the Health & Safety Executive Enabling a better working world

5c. Change Habits

Cue Reward

$

Risk Behaviour

Safe Behaviour

C. Duhigg (2012). The Power of Habit William Heinamann: London

An agency of the Health & Safety Executive Enabling a better working world

6. Want to Happen: Think through!

• Persuasive risk

communication

• Planning

• Observation & feedback

An agency of the Health & Safety Executive Enabling a better working world

7: Maintenance

• Repeat and refresh

• Rewards and incentives

• Monitor, review & learn

• Evaluate

An agency of the Health & Safety Executive Enabling a better working world

© Crown Copyright 2014

HSL’s ‘Make it Happen’ Model for

Health and Safety

HSL’s

Approach to

Behaviour

Change

An agency of the Health & Safety Executive Enabling a better working world

HSL: Behaviour Change Toolkit

An agency of the Health & Safety Executive Enabling a better working world

Further information

HSE’s website at www.hse.gov.uk

HSL training courses

LWI toolkit: www.hse.gov.uk/construction/lwit

HSL Products: productsupport@hsl.gsi.gov.uk

http://www.hsl.gov.uk/health-and-safety-products/safety-climate-

tool.aspx

An agency of the Health & Safety Executive Enabling a better working world An agency of the Health & Safety Executive

Enabling a better working world

Thank you for listening

jennifer.lunt@hsl.gsi.gov.uk