wining hearts and minds because we want to intrinsic motivation and safety patrick hudson delft...
TRANSCRIPT
WINING HEARTS AND MINDS
Because we want to
Intrinsic motivation and safety
Patrick Hudson Delft University of TechnologyLeiden University
Time
Nu
mb
ers
of
Inci
den
ts
Technology
Systems
Culture
• Engineering• Equipment• Safety • Compliance
• Integrating HSE
• Certification• Competence• Risk
Assessment
• Behaviours• Leadership • Accountability• Attitudes• HSE as a profit centre
Introduction
•The original requirement in 1998– A workforce that is intrinsically
motivated in HSE
•What does this mean?– People who want to do the right things– Not just because they are told what to do– People doing the right things naturally
rather than forcing them
Structure
• Conditioning, reward and motivation• Intrinsic and extrinsic motivation• Problems with rewards• Goals and Tasks• Safety Cultures• What safety cultures do• From “in place” to “how we do
things”
Conditioning• Classical
– Pavlov – simple stimulus-response
• Operant– Skinner – rewarding spontaneous behaviour
• Positive and negative reinforcement– Reward and punishment
• Schedules– Frequent, intermittent
• Extinction
Rewards
• Positive rewards make behaviours more likely• Negative rewards make behaviour less likely• Negative rewards attract immediate attention• Positive rewards generalise• Negative rewards generate behaviours aimed
at avoiding the consequences– Speed cameras
How do you motivate people?• The classical view (Banking?)
– Give people rewards to drive their performance
– The greater the reward, the better the performance
• The psychologists’ view– Match people to what they want to do– Make them feel appreciated– Pay them for what they don’t enjoy
Goals
• Final goals– what you really want to achieve
• Intermediate goals to achieve a final goal
• Planning involves setting up intermediate goals (tasks & targets)
Task types
• Easy – Difficult (ability or competence based)• Physical – Mental (muscles vs brains)• Interesting – Boring (importance, time)• You want to do it – you don’t want do
it )personal)• Everybody wants to do it - Nobody wants to
do it (competition)• Safe - Dangerous
Motivation
• The driving (motive) power to make someone perform a task
• Extrinsic motivation– Performing tasks to achieve an exterior goal– Tasks need not be interesting or enjoyable
• Intrinsic motivation– Performing tasks felt to be interesting and
enjoyable– Goals are primarily internal
Problem with reward
• People performing tasks who are intrinsically motivated generate their own reward
• Extrinsically rewarding people for those tasks only replaces the intrinsic rewards
• After extrinsic reward the intrinsic motivation is reduced!!
Locus of Control
• Internal– People feel in control/command of
their own actions and consequences
• External – People feel that they are driven by
events
Self efficacy
• The feeling that you can achieve your goals– Those goals might be set by others, but it’s
best if you feel you set them yourself
• And, that you are doing it, not someone else
• Related to internal locus of control• Very powerful positive feeling related to
achieving success in performance
Demotivation
• Failure to achieve your goals• Removal of positive rewards on
failure• Leads to extinction but may
generalise negatively to other behaviours
Motivation
• Motivation is difficult, especially for psychologists
• There is a lot more than pep talks and extra money
• People are most motivated to do what interests them
• People remain motivated when they feel they are in charge
The HSE Culture Ladder
CALCULATIVEWe have systems in place to
manage all hazards
PROACTIVESafety leadership and values drive
continuous improvement
REACTIVESafety is important, we do a lotevery time we have an accident
PATHOLOGICALWho cares as long as
we're not caught
Incr
easi
ngly
Info
rmed
Incr
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ng T
rust
and
Acc
ount
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ty
GENERATIVE (High Reliability Orgs)HSE is how we do business
round here
PATHOLOGICAL
REACTIVE
CALCULATIVE
PROACTIVE
GENERATIVE
Safety Culture Ladder
chronic uneasesafety seen as a profit centrenew ideas are welcomed
we are serious, but why don’t they do what they’re told?endless discussions to re-classify accidentsSafety is high on the agenda after an accident
the lawyers said it was OKof course we have accidents, it’s a dangerous businesssack the idiot who had the accident
resources are available to fix things before an accidentmanagement is open but still obsessed with statisticsprocedures are “owned” by the workforce
we cracked it!lots and lots of auditsHSE advisers chasing statistics
Specific actions you can take• Work on communication systems - in both directions• Use your incident database – evidence-based management• Make the Work Safety program work• Take hazard identification and analysis seriously• Make full use of HSE & toolbox meetings• Take the HSE department seriously• Have consequence management for errors and non-compliances
– for management as well as workers• Have good relations with contractors – they run the risks• Audit properly – move from auditing paper to implementation• Set impossible benchmarks - fight complacency
• Don’t do everything at once
Going up the ladder - how do we get there?• We need to develop good safety habits• These build upon previously established skills• Proposal is that organisations concentrate on doing
things rather than just trying to have better attitudes• There is a progression up the ladder
– In place ( -> Reactive)– In operation (-> Calculative)– Effective (-> Proactive)– Permanent and continuously improving (->
Generative)• Attitudes will improve as people experience success
The HSE Culture Ladder
CALCULATIVEWe have systems in place to
manage all hazards
PROACTIVESafety leadership and values drive
continuous improvement
REACTIVESafety is important, we do a lotevery time we have an accident
PATHOLOGICALWho cares as long as
we're not caught
Incr
easi
ngly
Info
rmed
Incr
easi
ng T
rust
and
Acc
ount
abili
ty
GENERATIVE (High Reliability Orgs)HSE is how we do business
round here
The HSE Culture Ladder
CALCULATIVEWe have systems in place to
manage all hazards
PROACTIVESafety leadership and values drive
continuous improvement
REACTIVESafety is important, we do a lotevery time we have an accident
PATHOLOGICALWho cares as long as
we're not caught
Incr
easi
ngly
Info
rmed
Incr
easi
ng T
rust
and
Acc
ount
abili
ty
GENERATIVE (High Reliability Orgs)HSE is how we do business
round here
In Place
In Operation
Effective
Permanent
What do we try to achieve?
• Attitude change - at all levels in the organisation– Not just the workforce– Not just senior management
• Change through action, not talk• Building on success - we can do it!• Consolidation - changing the habits of a
lifetime
How does this link to Intrinsic Motivation?
• Selection of agreed and feasible tasks– Give people choice in what they do
• Success with small steps rather than one big one– Break the progression down into feasible steps
• Control in the hands of those who perform– This is hard for management to give up their
power
• Why doesn’t everyone do this?