Making Behaviour Change Happen in Health and Safety
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- Rosaline Gardner
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1 Making Behaviour Change Happen in Health and Safety Dr Jennifer Lunt, Health and Safety Laboratory Occupational Health and Safety Management in the 21 st Century Chamber of Commerce, Luxembourg, April An An Agency Agency of the of Health the Health and Safety and Executive Safety Executive
2 Objectives What does behaviour change mean? Influences? Solutions? Challenges?
3 Objectives What it means? Influences? Solutions? Challenges?
4 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 me More prevalent More do-able But, behaviour change takes time!
5 Objectives What does it mean? Influences? Solutions? Challenges
6 HSL s Make it Happen Model
7 Can happen Act of physical job environment Review design Review comfort Review equipment (accessibility, availability, suitability) Task analysis Act on physical organisational environment.. Risk management harnessing worker involvement Review structure Ensure resources (e.g. financial, staffing, competency) Review policies and procedures (usability, worker involvement) Mission, vision and SMART objectives Act on social job environment Recruit informal peer leaders Assure supervisor competency/ role model Team values gap analysis Worker involvement Act on social organisational environment Business, morale and legal case Values gap analysis Role model Systematic consideration of h&s in planning and prioritisation join up Observation & feedback for leadership Organisational learning Consider external environment Family & friends Media Insurance Resources Networks/Reputation Regulation/Legislation Able to happen Inform of Training CPD etc Information/Education Upskill on Training Interpersonal skills (e.g. assertiveness) Self-regulatory skills Want to happen Act on sub-conscious drivers (nudge) Nudges Being mindful Think it through Action planning Cue cards Debate Maintenance strategies
8 Objectives What it means? Influences? Solutions? Challenges?
9 Traditional approach (bmod). B Mod Define safe & unsafe behaviours Observing behaviour Feedback / reinforcement of behaviours
10 Caveat 1: Fallacy of mono-causality Event Severity Big, business risk accidents Frequency / probability..but behaviour mod programmes almost always aimed here
11 Caveat 2: Blaming Mechanism 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
12 HSL s Make it Happen Model
13 1. Physical Context (Can Happen) Worker involvement in risk management Provide an appropriate level of resource (PPE, staff). Ensure control measures are available and accessible. Relevant useable procedures Ensure equipment/controls are well maintained. Utilise recording systems (e.g. for near misses and feedback to staff).
14 2. Social context (Can Happen) Leadership - demonstrating management commitment. Developing a safety culture in which occupational H&S is prioritised. Recruiting respected peers (e.g. team leader) to champion and deliver interventions. Encourage worker involvement. Use credible educators (as H&S professionals you have a role!).
15 Health and safety climate tool Resources for health and safety Peer group attitude Organisational commitment Engagement in health& safety SAFETY CLIMATE TOOL Health and safety oriented behaviours Usability of procedures Accidents and near miss reporting Health and safety trust
16 3. Knowledge (Can Happen) Risk (What & why) Consequences Controls
17 4. Skill (Can Happen) Job specific H&S Self-regulation (coping, self-awareness) Communication: assertiveness, listening, feedback Self-efficacy, response efficacy
18 5. Automatic/sub conscious (want to happen) Nudge Mindfulness Think aloud
19 6. Think through! (want to happen) Debate Planning Cognitive dissonance (gap analysis)
20 Step 5: Maintenance (arrows) Repeat and refresh Rewards and incentives Monitor, review & learn Observation & feedback Evaluate
21 Objectives What it means? Influences? Solutions? Challenges?
22 Make it Happen Model
23 Nudge Nudge (Richard Thaler & Cass Sunstein, 2008*): 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. Thaler, R and Sunstein, C. (2008): Nudge: Improving Decisions About Health, Wealth and Happiness, Boston, Yale University Press
24 Through Engineering and designing out unsafe options Raising situational awareness/vigilance Risk education & communication Incentivising and motivation
25 Defaults Making the safe and/or healthy way the only way. Health and Safety Relevance? Dead mans switch Safety Interlocks Mandatory health screening, pre-placement health checks Hierarchy of control principles
26 Through Engineering and designing out unsafe options Raising situational awareness/vigilance Risk education & communication Incentivising and motivation
27 Cues/Prompts Use of reminders to raise situational awareness How? Signage On the spot risk assessments (e.g STOP/SLAM) Using colour coding to prompt awareness
28 Optimism/over confidence Assuming risk immunity (e.g.i ve got away with it so far ) (fundamental attribution error) How? Complacency (e.g. in older workers) Denial of risk (e.g. if uncontrollable) Being mindful about health and safety
29 Through Engineering and designing out unsafe options Raising situational awareness/vigilance Risk education & communication Incentivising and motivation
30 Framing Framing messages either positively or negatively to modify impact (positive or negative). How? 1 in 5 staff have been involved in an accident versus 80% are accident free Behavioural safety programme failed to achieve its zero tolerance target vs achieving a 95% reduction in accidents
31 Discounting Underestimating current risks that may harm in the future. Health and Safety Relevance? Long latency occupational diseases Biomarkers early warning indicators Real time feedback of exposure Evocative risk communication (e.g. impact on family)
32 Through Engineering and designing out unsafe options Raising situational awareness/vigilance Risk education & communication Incentivising and motivation
33 Social norms ( Herd Mentality ) Behaving safely because everyone else does; or because it s the right thing to do How? Leadership walking the talk Use trusted role models in training Recruit informal peer leaders Benchmarking Making H&S trendy H&S Forums Diageo
34 Commitment & Involvement Being committed by being involved in a cause (ie health and safety) How? Pledges (e.g. Make a Promise. Come Home Safe) Build H&S into contracts Worker involvement
35 Make it Happen Model
36 Further information HSE s website at HSL training courses Safety Climate Tool: Learning Legacy: LWI toolkit: HSL s own leadership and worker involvement toolkit coming soon.
37 Thank you for listening! gov.uk
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