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?


Evidence Base

Safety Culture/Safety

Leadership

Standardising

behaviour change

Behavioural Safety

Automatic vs reflective

decision making

Sources


Evidence Base


Leadership

Standardising

behaviour change

Behavioural Safety


thinking

Sources


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


Event

Severity

Frequency / probability

Big, business risk accidents

..but behaviour mod programmes almost always aimed here

Caveat 2: Missing the ‘Safety Critical’


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


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)


Evidence Base


Leadership

Standardising

behaviour change

Behavioural Safety


thinking

Sources


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)


Tells

Sells

Joins/ Delegates

Safety culture maturity model

Tests/ Suggests

Consults

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


Key lessons

Integrated approach – culture, systems and behaviour

Fit with safety culture maturity


Evidence Base


Leadership

Standardising

behaviour change

Behavioural Safety


thinking

Sources


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.

http://www.amazon.co.uk/Nudge-Improving-Decisions-Health-Happiness/dp/0141040017/ref=sr_1_1?ie=UTF8&qid=1303988336&sr=8-1


Two systems….


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


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)


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


Prospect Theory *

Loss Aversion

STOP OR NOT?

T

Tversky and Kahneman (1974)

value

losses gain

Safety (uncertain gain)

Productivity (certain loss)

http://dreager1.files.wordpress.com/2010/10/famous-cartoon-character-superman.gif


Key lessons

Strategies must allow for automatic and reflective

decision making

Missing ingredient for promoting situational

awareness


Evidence Base


Leadership

Standardising

behaviour change

Behavioural Safety


thinking

Sources


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




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




Engagement)

Motivation

Instigation

Maintenance • Repeat and refresh training and events

• Feedback on performance

• Feedback on actions taken


Objectives

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

What should an optimal approach look like?


© Crown Copyright 2014

HSL’s ‘Make it Happen’ Model for

Health and Safety

HSL’s

Approach to

Behaviour

Change


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)


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).


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!).


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.


4. Able to happen: Skill

Job specific

H&S

Self-regulation (coping,

situational awareness)

Communication:

assertiveness, listening,

feedback

Self-efficacy

http://images.google.com/imgres?imgurl=http://as.wn.com/i/bb/28559379cc5833.jpg&imgrefurl=http://archive.wn.com/2005/12/13/1400/p/22/3c04bfaa6e1989.html&h=392&w=594&sz=39&hl=en&start=16&tbnid=pIL_chwZ-Gm8gM:&tbnh=87&tbnw=133&prev=/images?q=Wayne+rooney+photograph&svnum=10&hl=en&lr=&sa=N

http://www.cipd.co.uk/subjects/health/stress/_lnstrswrk.htm_


5. Want to Happen: Sub-Conscious Drivers

Nudge

Mindfulness

Habit breaking

http://www.hse.gov.uk/shatteredlives/index.htm


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’.


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


…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)

http://dreager1.files.wordpress.com/2010/10/famous-cartoon-character-superman.gif


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)


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


5c. Change Habits

Cue Reward

$

Risk Behaviour

Safe Behaviour

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


6. Want to Happen: Think through!

• Persuasive risk

communication

• Planning

• Observation & feedback

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http://images.google.com/imgres?imgurl=http://as.wn.com/i/bb/28559379cc5833.jpg&imgrefurl=http://archive.wn.com/2005/12/13/1400/p/22/3c04bfaa6e1989.html&h=392&w=594&sz=39&hl=en&start=16&tbnid=pIL_chwZ-Gm8gM:&tbnh=87&tbnw=133&prev=/images?q=Wayne+rooney+photograph&svnum=10&hl=en&lr=&sa=N


7: Maintenance

• Repeat and refresh

• Rewards and incentives

• Monitor, review & learn

• Evaluate


HSL: Behaviour Change Toolkit


Further information

HSE’s website at www.hse.gov.uk

HSL training courses

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

HSL Products: [email protected]

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

[email protected]

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

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