making behaviour change happen in health and safety lunt.pdf · 2016-05-18 · an agency of the...
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www.hsl.gov.uk An Agency of the Health and Safety Executive www.hsl.gov.uk
An Agency of the Health and Safety Executive
Making Behaviour Change Happen in Health and Safety
Dr Jennifer Lunt, Health and Safety Laboratory “Occupational Health and Safety Management in the 21st Century”
Chamber of Commerce, Luxembourg, 24-25 April 2013
An Agency of the Health and Safety Executive
Objectives • What does behaviour change mean? • Influences? • Solutions?
• Challenges?
An Agency of the Health and Safety Executive
Objectives • What it means? • Influences? • Solutions? • Challenges?
An Agency of the Health and Safety Executive
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!
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Objectives • What does it mean? • Influences? • Solutions? • Challenges
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HSL’s Make it Happen Model
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 •Observation & feedback for leadership
•Role model •Systematic consideration of h&s in planning and prioritisation – join up •Organisational learning
Consider external environment…
•Family & friends •Media •Networks/Reputation
•Insurance •Resources •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 •Debate
•Cue cards •Maintenance strategies
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Objectives • What it means? • Influences? • Solutions?
• Challenges?
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Traditional approach (bmod)….
Define ‘safe’ & ‘unsafe’ behaviours
Observing behaviour
Feedback / reinforcement of behaviours
B’Mod
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Event Severity
Frequency / probability
Big, business risk accidents
..but behaviour mod programmes almost always aimed here
Caveat 1: ‘Fallacy of mono-causality’
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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 2: Blaming Mechanism
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HSL’s Make it Happen Model
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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).
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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!).
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Health and safety climate tool
SAFETY CLIMATE TOOL
Organisationalcommitment
Health and safetyoriented
behaviours
Health and safetytrust
Usability ofprocedures
Engagement inhealth& safety
Peer groupattitude
Resources forhealth and safety
Accidents andnear missreporting
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3. Knowledge (Can Happen)
• Risk (What & why) • Consequences
• Controls
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4. Skill (Can Happen)
• Job specific • H&S • Self-regulation (coping,
self-awareness) • Communication:
assertiveness, listening, feedback
• Self-efficacy, response
efficacy
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5. Automatic/sub conscious (want to happen)
• Nudge • Mindfulness • Think aloud
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6. Think through! (want to happen)
• Debate
• Planning
• Cognitive dissonance (gap analysis)
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Step 5: Maintenance (arrows)
• Repeat and refresh
• Rewards and incentives
• Monitor, review & learn
• Observation & feedback
• Evaluate
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Objectives • What it means? • Influences? • Solutions?
• Challenges?
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Make it Happen Model
An Agency of the Health and Safety Executive
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
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Through… • Engineering and designing out
unsafe options • Raising situational awareness/vigilance • Risk education & communication • Incentivising and motivation
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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
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Through… • Engineering and designing out unsafe
options • Raising situational awareness/vigilance • Risk education & communication • Incentivising and motivation
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• Use of reminders to raise situational awareness…
How?
• Signage
• On the spot ‘risk assessments’ (e.g STOP/SLAM)
• Using colour coding to prompt awareness
Cues/Prompts
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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
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Through… • Engineering and designing out unsafe
options • Raising situational awareness/vigilance • Risk education & communication • Incentivising and motivation
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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
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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)
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Through… • Engineering and designing out unsafe
options • Raising situational awareness/vigilance • Risk education & communication • Incentivising and motivation
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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
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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
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Make it Happen Model
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Further information
• HSE’s website at www.hse.gov.uk • HSL training courses • Safety Climate Tool: http://www.hsl.gov.uk/health-and-
safety-products/safety-climate-tool.aspx • Learning Legacy:
http://learninglegacy.london2012.com/index.php • LWI toolkit: www.hse.gov.uk/construction/lwit • http://www.hsl.gov.uk/health-and-safety-products/safety-
climate-tool.aspx • HSL’s own leadership and worker involvement toolkit –
coming soon.
