Le changement de comportement en matière de sécurité s'étend au conscient et au subconscient.
C'est
un atout en tant que leader que de pouvoir exploiter chaque côté de l'esprit en créant des déclencheurs
qui automatisent le comportement de sécurité. Traduire le conscient (signes et règles) en
comportements automatiques aidera toute personne pratiquant des comportements de sécurité à
éviter les suppressions, les distorsions et les généralisations.
SDT :
La théorie de l'autodétermination a été développée par Edward Deci et Richard Ryan, et elle se
concentre sur le soutien de la motivation intrinsèque d'une manière durable
Cette théorie est basée sur l'idée que pour maintenir la motivation, les gens doivent avoir trois éléments
clés : Autonomie, Compétence et Relation (ou objectif partagé). Ainsi, en
Afin de créer un climat motivant, les gestionnaires et les dirigeants doivent fournir un environnement
qui soutient ces domaines. Les sections suivantes présentent les définitions actives de chaque élément
et la manière dont elles peuvent être appliquées dans le domaine de la sécurité.
What happens without it ?
Les organisations qui ne sont pas en mesure d'encourager les employés à être autodéterminés nuisent à
leur productivité. Un manque d'encouragement dans ces domaines conduit à un repli sur soi qui se
manifeste par la pensée en silo, l'accumulation de ressources ou le retrait psychosocial. Souvent, au lieu
d'exploiter la motivation naturelle, les organisations se tournent vers des motivations extrinsèques telles
que les primes pour réguler les tendances motivationnelles. Lorsque cela se produit, les seuils de
motivation sont atteints, ce qui entraîne une diminution des performances au fil du temps. Il est
incroyablement dangereux et non viable pour les organisations de continuer à augmenter les
récompenses externes au lieu de débloquer l'effort discrétionnaire en se concentrant sur l'autonomie, la
compétence et la relation...
5.1 – Introduction to ABC Analysis
The World’s Only Fully IOSH Certificated Behavioural Safety Leadership Program 5.1 – Introduction to ABC
Analysis
IN PROGRESS
ABC Analysis provides the cornerstone of successful behavioural safety programmes
throughout the world. This lesson highlights how we can use this model to first analyse
and then change behaviours in safety.
This model, developed by Dr Dominic Cooper provides the cornerstone of Behavioural
Safety Programmes all over the world. It’s a great little tool to use to identify exactly why
people might be carrying out a specific Behaviour.
Cooper identified that when carrying out almost any specific behaviour, the critical
elements for understanding why people might be doing it are the Antecedents (or
Activators) that are in place before the Behaviour is carried out and then, even more
importantly, the Consequences (or Reinforcers) that are likely to be imposed on the
individual carrying out the Behaviour.
Here’s an extract from Professor Andrew Sharman’s excellent book (From Accidents to
Zero) where he describes how we, as parents often use innovative Activators to
influence the behaviour of our children.
Here’s a quick video explaining the concept:
The As (Antecedents) are anything that’s there before the behaviour to either support
the behaviour or prevent it. In safety, we tend to use things like Rules, Systems of Work,
Signs, Equipment, Training and Information etc in place amongst lots of other things too
on the Antecedent side of things. However, as we will probably already know, these
things are important in safety but they’re surprisingly ineffective at actually influencing
behaviour in many circumstances.
It’s often much more about how the Cs, (The Consequences) are aligned or misaligned
that will determine what people actually do. There are 4 main Consequences that
Cooper identified that are represented in the graphic above with a performance curve
that we will discuss on the course. The 4 Consequences are:
Punishment – or the threat of Punishment or something bad happening.
Positive Reinforcement – Genuine praise or acknowledgement
Negative Reinforcement – Rewards or incentives. This has a hugely different effect than
praise!
Extinction – Just ignoring the behaviour or Turning a Blind Eye. Seeing it happen but
doing nothing about it. Again, this consequence WILL have an effect on the individual
carrying out the behaviour.
The magic happens when we first ABC Analyse why people might do something the
wrong way and then once we identify how the As (Antecedents) might be poorly
designed and the Cs (Consequences) might be misaligned. We can then start to “flip
the page” and redesign our As and realign the Cs to stop people ever doing the
behaviour again. Maybe even start to create a new habit too!
Here are some video clips explaining each of the different consequences:
PUNISHMENT
First Punishment or the threat of punishment which only serves as a short term
deterrent to most people. They will at the time of the threat being present be conscious
of the BAD things that MIGHT happen to them. Unfortunately, that is usually only in
their conscious awareness for a very short period of time. After a while, the threat of
something bad happening such as being injured or disciplined will fade and be
GENERALISED, DISTORTED and DELETED (pushed to the back of our minds).
Therefore, punishment is not a great medium or long term behavioural change method.
At least, not when it’s used in isolation.
Here’s a link to a blog that we did about the Scared Straight Programme in America and
how threatening people with the BAD things that might happen to them is a very poor
way of motivating people. Think about how that might work for safety?
POSITIVE REINFORCEMENT
And now the second Consequence – Positive Reinforcement or PRAISE. Actually
thanking someone for doing something
REWARDS OR INCENTIVES
The third Consequence is when we reward someone for doing something. Giving them
an incentive or offering a bonus to do something. We’ve covered how these extrinsic
motivators are not great motivators for people in a previous module. That’s especially
so for safety. If you incentivise people to achieve a goal then it will usually lead to all
kinds of unwanted behaviours to achieve that goal. Think about that might work in
sport, or music or education and crime? In safety this can have a devastating effect on
performance and our culture.
EXTINCTION OR TURNING A BLIND EYE
And the last consequence is just doing nothing. Turning a blind eye or walking past
something after observing a colleague undertaking a potentially at risk behaviour.
Consequences are usually much more powerful motivators than Antecedents.
Especially if they are being appropriately enforced and applied.
There’s a recording of a webinar that Darren conducted for IIRSM in 2018 called The
Perfect Storm for Behaviour in a Topic at the end of this lesson.
REWARDS OR INCENTIVES
The third Consequence is when we reward someone for doing something. Giving them
an incentive or offering a bonus to do something. We’ve covered how these extrinsic
motivators are not great motivators for people in a previous module. That’s especially
so for safety. If you incentivise people to achieve a goal then it will usually lead to all
kinds of unwanted behaviours to achieve that goal. Think about that might work in
sport, or music or education and crime? In safety this can have a devastating effect on
performance and our culture.
