The Road to the New Normal Safety Psychology & Risk
Transcript of The Road to the New Normal Safety Psychology & Risk
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THE ROAD TO THE NEW NORMALSAFETY, PSYCHOLOGY & RISK
Copyright © Sentis Pty Ltd 2019. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and
registered trademarks. No material from this document is to be reproduced or used in any format without express written permission.
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Your Presenter
Anthony Gibbs, CEO
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To change the lives of individuals and organisations for the better, every day.
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Today’s handout
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1
2
3
THE NEW NORMALAGENDA
BRUTAL FACTS AND SURENESS OF
SUCCESS
OUR BRAINS AND RISK
TOOLS TO CREATE FOCUS4
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A NEW NORMAL?
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Our Brains and Risk
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LINK
FRAMEACTION (BEHAVIOUR)RESULT
THINK, FEEL, DO
DIPIMILLIONS OF
BITS OF
INFORMATION
ATTEND
7UNITS
(ATTITUDE)
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Tools to Create Focus
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RISK AWARENESS & RISK MANAGEMENT CONSIDERATIONS
• How proactively you see and manage risks
• How you choose to work with others and watch out for their safety,
as well your own
• How you communicate and speak up about safety issues,
challenges and topics
• How much pride you take in achieving safe work and how you
choose to represent yourself regarding safety
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ORGANISATION INDIVIDUAL
LEADER TEAM
Provides the processes,
training, work environment
and equipment to:
• operate safely
• see hazards and
manage risk
• capture and report
hazard and risk data for
continuous improvement
Personal responsibility for:
• attitudes to risk
• situational awareness
• direct attention
• hazard detection
Sets and leads the
culture for:
• minimising
performance drift
• error management
• noisy fixes
• working together to
manage risk
Influence each other for:
• hazard detection
• performance drift
• error management
• working together to
• manage risk
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Attitudes to risk
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MY ATTITUDE
TO SAFETY
SYSTEMS &
RISK
MY BRAIN AND
RISK
Perception, Blindspots, Habituation
and internal energies
ATTITUDES TO RISK
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“She’ll be right”
“It won’t happen to me”
“It’s ok to cut corners to save time”
“”It will cost too much money”
”We just have to get it done”
“If I followed all the safety procedures,
we would never get the job done”
HEARD THIS BEFORE?
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CHALLENGING
FRAMES
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LEARNING/INTERVENTION POINTS
• Create awareness around how current risk
attitudes may help or hinder our goal of
staying safe—especially in times of challenge or
uncertainty
• Identify helpful risk attitudes to adopt for
safer results
Strategy: ‘Reframe’ unhelpful attitudes
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Situational Awareness
PERCEPTION BLINDSPOTS HABITUATION INTERNAL ENERGIES
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What we think is true may not be reality…
Near enough is good enough.
Perception
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Situational Awareness
PERCEPTION BLINDSPOTS HABITUATION INTERNAL ENERGIES
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LINK
FRAMEACTION (BEHAVIOUR)RESULT
THINK, FEEL, DO
DIPIMILLIONS OF
BITS OF
INFORMATION
ATTEND
7UNITS
(ATTITUDE)
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• Increase situational awareness for greater hazard
detection and data gathering, leading to more effective
risk management choices
Strategy: Training for improved observation
and decision making
LEARNING/INTERVENTION POINTS
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Internal Energy : Stress
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WHAT’SIMPORTANT
NOW?Strategy: Redirect attention by asking “What’s Important Now?
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• Our conscious awareness is easily distracted or
undermined by our internal processes—in an
environment with increased stress this is amplified
Strategy: Develop directed attention techniques,
and stress management techniques
LEARNING/INTERVENTION POINTS
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Hazard Detection
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HAZARD DETECTION
• Have I taken time to fully assess the environment?
• Am I assuming nothing has changed since last
being here?
• What has the potential of harming me here today?
• Would other people look at this differently than me?
• Is there anyone I can cross check my data with?
• Have I ‘measured twice, before I cut once’?
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• Risk management processes and tools are ideally
designed to switch the brain on to see and manage risk
• Use risk assessment tools as they are intended to
ensure risks are managed and a full understanding of
the correct procedures is confirmed before starting a
work activity.
Strategy: ‘Stop, Pause, Play’: a process to periodically
stop, review the situation, reset and recommence
LEARNING/INTERVENTION POINTS
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Performance Drift
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• ‘The standard we walk past is the standard we set’
LEARNING/INTERVENTION POINTS
Strategy: Support what we want to see, correcting when we
don’t. Recognise when we achieve the right standard and
setting the vision for what’s possible to be even better.
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Error Management Tools
PRE-ACTION PREPARATION
IN-TASK RECOVERY
PERSON
OVER
POSITION
AFTER-ACTION REVIEW
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LEARNING/INTERVENTION POINTS
• Pre-action preparation: Use the collective power of a
team to support each other to see risks, to manage risks
and to challenge each other to think differently about
safety
Strategy: Start key conversations and ask ‘is there a
better and safer way?
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• Noisy fix: owning and sharing an error in an open forum to allow
others to be aware of the same possible pitfalls and to collaborate
on a solution to prevent the error happening again
• Person over position: The people with the greatest expertise or
knowledge and best situational awareness about the events in
question are trusted and empowered to make recommendations
or decisions.
• Leading a noisy fix culture requires trust and shared responsibility
Strategy: ‘Build trust and role model authentic leadership.
Ensure ‘Noisy Fix’ discussions
LEARNING/INTERVENTION POINTS
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• Work on the assumption that errors will occur and put in
place back-up systems to catch and correct errors
Strategy: After Action Reviews
LEARNING/INTERVENTION POINTS
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ORGANISATION INDIVIDUAL
LEADER TEAM
Provides the processes,
training, work environment
and equipment to:
• operate safely
• see hazards and
manage risk
• capture and report
hazard and risk data for
continuous improvement
Personal responsibility for:
• attitudes to risk
• situational awareness
• direct attention
• hazard detection
Sets and leads the
culture for:
• minimising
performance drift
• error management
• noisy fixes
• working together to
manage risk
Influence each other for:
• hazard detection
• performance drift
• error management
• working together to
• manage risk
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