why don’t people just follow the rules? - oil gas denmark · does thinking drive your behaviour)...
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Copyright © 2013 E. I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval Logo, DuPont™ and The miracles of science™ are registered trademarks or trademarks of E. I. du Pont de Nemours and Company or its affiliates.
Why Don’t People Just Follow the Rules?
TFZ Offshore Safety Conference
Esbjerg, Denmark April 15 2015
1
Dr Rod Gutierrez Global Leader Culture and Change Management DuPont Sustainable Solutions
2 DuPont Integrated Leadership Approach for Operations Managers, November 2010
Copyright © 2010 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
Agenda
About Behaviour Based Safety
The role of cognition (does behaviour drive your thinking or
does thinking drive your behaviour)
Behaving safely or unsafely is not always a decision we are aware of
Workplaces as social institutions (the social context)
Safety improvement as a change process
Integrated whole
Going beyond Zero
3 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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So why don’t people follow the rules?
A simple question right?
Wrong!
4 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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About behaviour based safety (BBS)
High incidence of injuries and incidents has been the major driver for the
improvement of safety management systems.
BBS: the mainstay over last 25 years.
First BBS program published in 1978 by Komaki, Barwick & Scott.
They demonstrated that applied behavioural analysis methods could be effectively
applied to safety improvement.
BBS has become a non-specific term used to denote any number of
workplace interventions that use observation and feedback.
A behaviour change occurs through a gradual shaping process.
The mechanism of change is conditioning through administration of
consequences over time.
Your behaviour drives your thinking!
5 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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Positive Reinforcement:
behaviour more likely to occur when
paired with a positive consequence
Negative Reinforcement:
behaviour more likely to occur
to remove negative consequences
Punishment:
behaviour less likely to occur
to avoid negative
consequences
Positive reinforcement leads to the
highest rates of learning over time
Reinforcement is the key
6 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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Limitations of BBS
BBS programs drive behaviour change (uptake of safe
behaviour) through an externalised mechanism - fear of
consequence.
BBS largely bypasses both personal choice and cognitive
processing.
The results of most BBS programs will eventually plateau due
to the inherent nature of the behavioural change process: • Extinction: decreasing the likelihood of behavior occurring by the absence (or
diminution) of reinforcement.
• Habituation: decrease in psychological behavioural response after iterative
exposure to stimulus.
7 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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Traditional Approach Vs Positive Psychology
Prevention of Injuries
Injuries
Disease
Incidents
Hazards
0 Promotion of Wellbeing
Health
Optimum
performance
Fulfilment
Happiness
ZERO is only the
beginning and has
always been
+ -
8 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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Cultural maturity curve…It is a journey.
The Cultural Bridge
Crossing the cultural bridge
Who crosses first ? How many times? By invitation
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Safe or unsafe: do we always decide?
Depends on how our brains interpret incoming information
from the external world.
Our level of awareness plays a huge part.
Attention is limited
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Neural networks and attention
Control over focus and attention is so important that the
brain has a whole neural network devoted to it: the
Reticular Activating System (RAS).
Complex pattern of neurons forming a connection between sensory modalities (vision, hearing, touch etc.) and arousal, emotional motivational and thinking centres of the brain.
Controls habituation system
Controls arousal (sleep/awake cycle)
Filters information according to 3 main questions:
1. Is it novel?
2. Is it important to me?
3. Does it fit a pattern I’m familiar with?
Colour exercise
New car
11 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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Habituation
Decrease in psychological and or behavioural response after
repetitive exposure to stimulus.
Fundamental adaptive mechanism to assist the brain deal with large
amounts of “irrelevant” information.
We take in 11 million bits of information per second, but the brain
can only process 40-60 bits per second.
Noise
Light
Clothes
Safety signs!
12 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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The social side of safety (The social context)
Workplaces are human institutions with their own set of
informal, unwritten social norms which operate in parallel
to formal rules. How do you behave in a lift with other people?
Do you communicate with your friends the same way you speak to your boss?
• How do you know what is appropriate?
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Understanding the kinds of social norms that
regulate safety behaviour in your organisation
is essential to achieving further gains in safety
performance.
Organisational cultures are sets of shared
attitudes, beliefs and social norms.
How cultures develop over time and how they can
be influenced are a key to safety.
“Motivation is the art of getting people to do what
you want them to do because they want to do it” Dwight Eisenhower
The social side of safety
14 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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A culture develops one individual at a time
15 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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Safety improvement requires change
Safety improvement is a ‘people change’ process.
Organisational level
• Structural
• Climatic
• Cultural
Individual level
• Behavioural
• Cognitive
• Social
16 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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A Holistic Approach to Safety
17 DuPont Integrated Leadership Approach for Operations Managers, November 2010
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Summary
BBS safety should form an integral part of a safety
improvement program. • Must conform to the principles of applied behavior analysis (the ABC
model)
Safety is not just about what people do, but also about
what they think, believe and choose in the social
context of the workplace.
What individuals think, believe an choose is mediated by
neural processes that need to be well understood.
Psychology, particularly in the application of positive
principles still has much more to offer safety
management in our continued drive for improved
performance.
Copyright © 2013 E. I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval Logo, DuPont™ and The miracles of science™ are registered trademarks or trademarks of E. I. du Pont de Nemours and Company or its affiliates.
Dr Rod Gutierrez Global Leader Culture and Change Management Sydney, Australia Email: [email protected]