IOSH Branch event 3 rd June Making Behaviour Change Happen in Health & Safety. Jane Hopkinson, Senior Psychologist, Health and Safety Laboratory

Transcription

1 IOSH Branch event 3 rd June 2015 Making Behaviour Change Happen in Health & Safety Jane Hopkinson, Senior Psychologist, Health and Safety Laboratory

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

3 What is behaviour? Behaviour = actions or reactions, usually in relation to the environment. Observable action of a person (Stranks, 2007). Variety of influencing factors - individual and organisational. Dual system (Kahneman, 2012) Automatic: bias, habits, emotional responses. Reflective: beliefs, conscious intention, decisions, plans and goals.

4 Decision making: two systems System 1: Automatic Sub-conscious Automatic Quick Effortless Associative mental short cuts, biases Emotional/intuitive Infers, assumes and invents, jumps to conclusions Influences human error System 2: Reflective Reflective/aware Deliberated Slow(er) Effortful/ lazy Deductive (problem solving) Rationale Considers/scrutinises Influences violations

5 What do you see?

6 Mental short cut and bias Anchoring Availability Representativeness NEF. 2005, Behavioural economics: seven principles for policy-makers. Drummond et al, Corporate culture (social marketing knowledge book) Self serving bias

7 Consequences Loss Aversion STOP WORK OR NOT? value Safety (uncertain gain) losses gain Productivity (certain loss) Prospect theory:tversky and Kahneman (1974)

8 Incident rates Why focus on behaviour? Engineering Systems Behaviours Better Engineering More Procedures Behaviour needs changing

9 What is behaviour change? Contributors Behaviour Consequences (Intervene) (Intervene) People change their behaviour based on changes around them or their understanding of themselves and the world which make a new behaviour seem: More advantageous More do-able More prevalent More me But, behaviour change is complex and takes time!

10 More advantageous! Source: Greenstreet Berman

11 Objectives What is behaviour and what influences it? What does the evidence base tell us about changing behaviour in health and safety? What should an optimal approach look like?

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

13 Traditional behavioural safety Define safe & unsafe behaviours Observing behaviour Feedback / reinforcement of behaviours

14 How would you behave?

15 Integrated Approaches (Culture Change) Trickle Down Right Problems Right Solutions Right People Bubble Up (Behaviour Change) Right Messages Integrated Approach e.g.(dejoy, 2005, Tharaldsen& Haukelid, 2009)

16 HSL s Make it Happen Model for Health and Safety Crown Copyright 2015 HSL s Approach to Behaviour Change

17 Factors Influencing the Implementation of RPE Programmes in Noise Control* Incorrect storage of RPE practices Lack of resources for ongoing maintenance Inadequate supervision/monitoring Range of information sources used (sister companies, regulator etc) HSL s Approach to Behaviour Change Knowledge of RPE, respiratory risks (managers and workers) default to common sense Training provided Desire for simple solutions Bell, N., Vaughan, N & Hopkinson. J (2010) RR 78 HSE Research Report

18 Key lessons from evidence base Must be a holistic, integrated approach: Need to consider culture, systems and behaviour Must consider the myriad of influences on behaviour Strategies must allow for automatic and reflective decision making Needs to fit with current safety culture maturity

19 Objectives What is behaviour and what influences it? What does the evidence base tell us about changing behaviour in health and safety? What should an optimal approach look like?

20 Step by step! 2. Issue identification (WHAT & WHO) 5. Monitor and maintain (CHECK & REINFORCE) 1. Preparation (HOW) 3. Root cause analysis (WHY) 4. Taking action (DO)

21 Persuading the Boss System 1 (automatic) Principles of influence e.g. reciprocity, scarcity, liking System 2 (reflective) Business Case Legal case Moral Case

22 Can Happen (Physical context) Job Environment Work Environment Design (e.g. observing/plotting staff movements) Control measure provision (e.g. availability, accessibility, maintenance) Staffing provision Adequate tools and resources Prompts/cues (e.g. location, updates) Organisational Processes Policies/procedures (e.g. usability, practicality) Root Cause Analysis (WI) Health surveillance (e.g. link with behaviours) Training provision (e.g. task analysis)

23 Clear rules and procedures: Interpretation! Source: Greenstreet Berman

24 Leadership: e.g. trustworthy, visible, felt leadership walking the talk Open communication Worker involvement Social norm messages Use trusted role models Benchmarking Making H&S trendy H&S Forums Can Happen (Social context)

25 Able to Happen (Knowledge) Why a risk? How it can harm? Primacy/recency effect Relevant jargon/language Role models/respected peers Organisational Resilience Make it fun Same information in different ways VAK Memorable (Availability heuristic)

26 Able to Happen (Skill) Job specific H&S Self-regulation (coping, situational awareness) Communication: assertiveness, listening, feedback Self-efficacy

27 Want to Happen (Automatic v Reflective ) Nudge Persuasive Risk Communication Mindful safety to raise situational awareness

28 Want to Happen (Automatic) E.g. Nudges. Organisational Resilience Positive Framing Cues/Prompts Availability Heuristic Defaults

29 Want to Happen (Reflective) E.g. persuasive risk communication Which mask would YOU prefer?

30 Anticipatory regret Ask yourself Is it worth it?! What would I regret?

31 Want to Happen (Reflective) Mindful safety: Dynamic RA STOP HAZARD IDENTIFICATION INVESTIGATE FIX TAKE STOCK Situation Awareness: Perceive, Understand, Anticipate before deciding and acting

32 Want to Happen: Mindful Safety E.g. Self-MOT (illustrative ) Do you understand what is required of you? Have you spoken to a supervisor before starting? Will you be able to undertake the task alone or will you need help? Are there any contingency plans in place or exceptional circumstances that might arise? If you have any concerns based on your self-mot check STOP work and inform a supervisor. Is there any specific equipment that you need? Do you know how to use it? Are you tired or do you feel unwell? Are you likely to get distracted? Are you experiencing any aches and pains that might impact on your ability to carry out the task(s)? Are you taking any medication that might affect your ability to carry out this task?

33 Being Mindfully Safe High Reliability Organising (HROs) Collective Mindfulness (HRO & Leadership) Attention Awareness Mindful Safety Behaviours Individual Mindfulness (Enhanced risk awareness)

34 Mindful organising principles Anticipation 1. Preoccupation with failure : e.g. track all failures, (near misses viewed as failure), expand on number of undesired consequences envisioned to broaden range of controls, no blame culture, reward reporting. 2. Reluctance to simplify: e.g. avoid labelling/categorising too quickly, question assumptions, listen to sceptics. 3. Sensitivity to operations: e.g. ongoing attention to front line, workloads, deviations and routines, management is visible, continuous conversation to counter risks that designs have not anticipated.

35 Mindful organising principles Containment 4. Commitment to resilience: e.g. ability to bounce back from errors, absorb strain under adverse conditions, systems/people well prepared to react swiftly, capability building, proactive management practice. 5. Deference to expertise : e.g. prefer expertise over rank. Create fluid decision structures, seek diverse views to inform expertise

36 HSL s Make it Happen Model for Health and Safety Crown Copyright 2015 HSL s Approach to Behaviour Change

37 Key messages Engagement in health& safety Peer group attitude Usability of procedures Resources for health and safety SAFETY CLIMATE TOOL Accidents and near miss reporting Organisational commitment Health and safety trust Health and safety oriented behaviours No silver bullet multifaceted approach required. Ensure context is right! Assess safety culture. Commitment: leadership and worker involvement Some but not all quick wins

38 HSL s ACT: The How

39 Thank you for listening