WINING HEARTS AND MINDS Because we want to Intrinsic motivation and safety Patrick Hudson Delft University of Technology Leiden University Numbers of Incidents Technology Systems • • • • Engineering Equipment Safety Compliance • • • • Time Integrating HSE Certification Competence Risk Assessment • • • • • Behaviours Leadership Accountability Attitudes HSE as a profit centre Culture 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!! Intrinsic Motivation • • • • Feeling of control Feeling of competence Self-efficacy Respect 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 IN SHORT MOTIVATION IS HARD The HSE Culture Ladder GENERATIVE (High Reliability Orgs) HSE is how we do business round here PROACTIVE Safety leadership and values drive continuous improvement CALCULATIVE We have systems in place to manage all hazards REACTIVE Safety is important, we do a lot every time we have an accident PATHOLOGICAL Who cares as long as we're not caught Safety Culture Ladder GENERATIVE chronic unease safety seen as a profit centre new ideas are welcomed PROACTIVE resources are available to fix things before an accident management is open but still obsessed with statistics procedures are “owned” by the workforce CALCULATIVE REACTIVE PATHOLOGICAL we cracked it! lots and lots of audits HSE advisers chasing statistics we are serious, but why don’t they do what they’re told? endless discussions to re-classify accidents Safety is high on the agenda after an accident the lawyers said it was OK of course we have accidents, it’s a dangerous business sack the idiot who had the accident 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 GENERATIVE (High Reliability Orgs) HSE is how we do business round here PROACTIVE Safety leadership and values drive continuous improvement CALCULATIVE We have systems in place to manage all hazards REACTIVE Safety is important, we do a lot every time we have an accident PATHOLOGICAL Who cares as long as we're not caught The HSE Culture Ladder GENERATIVE (High Reliability Orgs) HSE is how we do business round here Permanent PROACTIVE Safety leadership and values drive continuous improvement Effective CALCULATIVE We have systems in place to manage all hazards In Operation REACTIVE Safety is important, we do a lot every time we have an accident In Place PATHOLOGICAL Who cares as long as we're not caught 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? Conclusion • Motivation is hard, harder than pep talks and rigid focus on success • Developing intrinsic motivation requires senior management to give up power • Moving slowly up the ladder, fuelled by success, is the best way to become a true culture of safety • You can do it!