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Understanding Influence on Risks
- 1. Understanding Influence on Risks Adrienne Jones with Keith Pancake
- 2. Hazard or Risk? Hazard: An inherent property of a substance that is capable of causing an adverse effect Workplace Hazard Example of Hazard Example of Harm Caused Tool Knife, sharp blade Laceration Power Line Electricity Shock, electrocution Walking Surface Wet floor Slips, falls
- 4. Hazard or Risk? “As a result of (existing condition), (uncertain event) may occur, which would lead to (effect on objectives)” • Cause • Risk • Effect
- 5. Hazard or Risk? Risk: The probability that an adverse effect will occur with specific exposure conditions. Risk is the chance or probability that a person will be harmed or experience an adverse health effect if exposed to a hazard.
- 6. Why Do We Take Risks?
- 7. How Do We Take Risks?
- 8. Risky Behavior or Safe Behavior
- 9. At Risk Behavior or Safe Behavior
- 10. The Model of Influences on Risk
- 11. Perception vs Reality Perception Perception is how a person understands something. Reality Reality is the truth and the actual existence of something.
- 13. Reality of Risk
- 15. Why???
- 16. Influence 1 - Perception If someone frequently takes a risk but remains injury-free, the perception of risk tends to become biased.
- 17. Influence 2 - Habit Information often will change a perception, but it will not necessarily change a habit. Habits are deeply engrained and rooted into the patterns of human behavior and require repeated events or reminders.
- 19. Influence 3 - Obstacle An obstacle is something that makes it difficult to perform a task safely or take a safety precaution. “Often, the removing or reduction of obstacles is not within the control of workers.”
- 20. Influence 4 - Barrier Barriers should be the first things to which you respond, because they negate the ability to safely perform the task or take safety precautions that control exposure to risk. Complete unavailability of correct tools or equipment, or lack of anchors or tie-off points for fall protection, are examples of barriers.
- 21. Responding to Determined Influences Perception Influences • Training • Safety Meetings • Mentors • Incident Reports • New Hire Orientation • Pre-job Briefings • JSA (Job Safety Analysis) Habit Influences • Increase in the number & frequency of reminders • Behavioral observations • Reminders in safety meetings • Supporting teammates
- 22. Responding to Determined Influences Obstacle and Barrier Influences • Identify issues from incident reports • Determine exposure rate • Define the potential impact • Ask management for help in removing the obstacle and barrier • Apply the Hierarchy of Controls
- 23. The Model of Influences on Risk Traditional Approach: correcting individuals = short term results Holistic Approach: identifying and modifying influences = long term results, spanning generations of employees and managers
- 24. The Model of Influences on Risk Start with understanding “the why and the how” Find fact not fault Establish a culture of honest discussion Ease the tensions Avoid direct confrontation
- 25. A Questioning Attitude Challenge the Unknown: individuals stop when faced with uncertain conditions. Risks are evaluated and managed before proceeding. Challenge Assumptions: individuals challenge assumptions and offer opposing views when they think something is not correct. Avoid Complacency: individuals recognize and plan for the possibility of mistakes and inherent risk, even while expecting successful outcomes.
- 26. How to Use Curiosity We can use curiosity to reframe failure into learning opportunities by asking “What can we learn from this?” We can use curiosity to embrace people. Humans are complex creatures! We can challenge ourselves to understand where people are and meet them there.
- 27. Listening and Questioning If we only develop leaders in how to listen, we miss the boat on the questions. If we only develop leaders to question, we’re missing the boat on listening. We must skill-build both because, combined, they are the key to curiosity and to effective communication. Understanding – not solving.
- 28. Our Independent Promise We empower the best people to help sustain our world. 100% employee-owned. Independence guaranteed. Safety is never convenient
Editor's Notes
- WE manage safety at ACRT. I’m Adrienne and this is Keith. We work in safety. And we are here to talk to you about UNDERSTANDING influence on risks. Our mission is understanding NOT solving! Its gonna be up to you to take this information and ruminate on it, and hopefully lead yourselves to a clearer path of understanding.
- AJ In our world, and in our industry, Hazard and Risk are often used interchangeably but there is an important difference: From the United Nations Globally Harmonized System in Hazard Communication: An inherent property of a substance that is capable of causing an adverse effect A hazard is any source of potential damage, harm or adverse health effects on something or someone.
- AJ
- KEITH A structured description of a risk separates cause, risk and effect “As a result of (existing condition), (uncertain event) may occur, which would lead to (effect on objectives)”
- This def also COMES from the United Nations Globally Harmonized System in Hazard Communication: The probability that an adverse effect will occur with specific exposure conditions. All RELEVANT definitions of risk, have the cause-risk effect built into them. Risk is determined by the exposure (the how much, how long, how often) to a hazard.
- AJ Let’s get into the How and the Why of risk taking Why do we take risks? Because it is exciting and glorified in many cases. Auto insurer Budget Direct uses its heavily bearded daredevil, Captain Risky, AllState has used Mayhem in a very successful ad campaign series since 2010. We must consider risk as a selling point. Rather than being generally risk-seeking or risk-avoiding, people are a complicated blend Think about air bags. When first put into cars, deaths did decrease, but not as much as they were predicted to. That's because people started to drive a little faster " thus keeping their overall safety risk level the same a person's tendency to take risks correlates with how much he or she expects to benefit from the outcome Why do we really take risks? Have you ever taken a risk to save time? To save money? Most of us have, in our everyday lives and work. Often, we take risks because we are motivated by money. And time. This is why Asking Why may create or uncover incentive and potentially tension. A worker or organization may have production or financial pressure to take risk.
- KEITH The HOW: We take short cuts, we accept hazards to avoid the process of removing them. We give in to peer pressure, self pressure, financial pressures Because we could gain more money! We could gain more time!
- AJ So how do you analyze risky behavior? If you just needed – as keith and I and many in this room often do as safety professionals - a safety moment you could easily use this graphic and most would accept it as a great message of how to think about safety and how to stay safe. But it is not that simple. There seems to be an assumption that if we could just get workers to do their jobs safely, to use common sense – then incidents and injuries would go away. Now, if workers were the only variable in the formula, this would certainly be true. We must consider the choices that are being presented. what are the choices you are giving your employees or your teammates?
- AJ/KEITH This is a model. On risk perception and tolerance. INFLUENCE IS THE VARIABLE WE often DO NOT Understand in the full THE EQUATION We can train on identifying hazards But how are we handling the rest of this model? Are we training on understanding, perception, choices, and acceptance? If not, we’re leading directly to at risk behavior.
- AJ Here we arrive at the crux of the conversation today! The is the model of Influences on Risk. This model was designed by authors and consultants Terry Mathis and Shawn Galloway. It helps to classify the reason for the risk by categorizing worker's answers to the “why” question. These four components will help us understand risk-taking – Perception, Habit, Obstacle, and Barrier. AJ: are internal influences: perception and habit (far more challenging to overcome) - KEITH:There are also external influences: obstacles and barriers (these are conditional to the operation, more easily identified and often cheaper to fix)
- AJ Before diving into the 4 influence categories, let’s pause to remind ourselves of perception and reality. Your perception is your reality. Change your perception, change your reality. Perception is your perspective, which is based upon your experience. We use our own perception to discern, which is backed by our own thoughts and feelings and emotions.
- Keith At face value- this cycle: Unsafe act - the bad thing that people do causing 88% of all accidents- If workers were the only variable in the safety formula, this would be true. Start with the unsafe act. What is reinforcing those unsafe work practices? – subconsciously reinforces that one can continue unsafe work practices without a negative return!!!
- AJ Reality of risk If workers were the only variable in the safety formula, this would be true. The cycle is true, but the idea that it is all in the employees head is not. So before the unsafe act even happens – consider the Precursors – the CONDITIONS that occur before the behavior (barriers and obstacles that we put in the design. As teammates, leaders, what the barriers/obstacles we are presenting they must choose from before they even get the chance to make a safe/unsafe choice? We must ask ourselves: “Do workers actually choose to be unsafe or do they generally do the best they can in the work environment they are provided? Production pressure, poor supervision, lack of proper equipment, poor training, inadequate procedures, etc. are just a few of the common accident precursors that are generally completely beyond the control of the worker.”
- AJ/Cuva Destroying everything Asking myself – what is wrong with this dog? What is wrong with the individual behavior
- AJ why? Instead of examining the individual, or attempting to change the individual, I had to examine the circumstances What influences was I presenting? What was her perception? (that I’d never return) Her behavior became habitual – new bed = new destruction no training, no choices, no alternatives
- Lets tackle the influences. 7 out of the 10 influencing factors for risk tolerance are perception Hazard recognition is not just seeing a hazard – it’s mentally acknowledging “that could happen to me” Perception vs Reality Peoples perception IS their reality When the rationale for the risk is questioned, the response one will hear will be similar to one or more of the following: In my opinion… In my experience… I don't think it's a problem because… I've done it before and not gotten hurt. What's wrong with it?
- Habit – a behavior pattern regularly followed until becomes almost involuntary. Precursor – the events, action or circumstances that occur before the behavior Habits are deeply ingrained – smoking drinking gambling – but there are good ones too! Brushing our teeth, a daily walk, journaling
- KEITH When questioned about the rationale for a risk, a habitual response will often sound like: It's the way we always do it around here.
- Obstacle External influences are far easier and cheaper for an organization to overcome. Removing/reducing exposure to hazards is in leaderships hands. When questioned about the rationale for a risk, a response to an obstacle often will sound like: (responses you will even hear from those further up the chain) Keith It would be difficult to do it that way because … If I do it that way, (this would happen). It takes too long to do it that way because … Here’s a great time to ask why. Get curious. Why does it matter that it takes longer? Why would it be harder to do it this way?
- Organizational safety strategy is cheaper and faster than fixing the people First thing to attack because likely means they cannot do their work safely. KEITH - When questioned about the rationale for a risk, a response to a barrier often will sound like: There is no way … It is impossible because of … I can't because of … (tell me what you ARE GOING TO DO)
- AJ Changing the perception (where did they come from? What was their safety program? Have they had an incident? Been disciplined? - fault finding vs fact finding Peoples perceptions of incident reports must be to find fact not blame. Habits – how can we change a bad habit to a good one? - Daily safety message – creating options for new good habits - support groups exist for a reason!
- KEITH Looking at these influences, they are reactive but can be PROactive – look at the proactive means of these influences. Strategy sessions to remove obstacles and barriers before they even bcome part of that cycle.
- AJ/KEITH Why - may have incentive, worker or facility may have pressure Organizational safety strategy is cheaper and faster than fixing the people *** (correcting individuals = short term results) Holistic approach = organizational safety (not fixing the PERSON, getting rid of barrier and obstacles) When we change the environment not the person, it lends itself to them changing themselves.
- AJ Getting curious and finding facts not fault creates an ongoing safety forum between management and employees. This creates a culture in which open discussions about the challenges and opportunities to improve safety are more culturally acceptable. expressing concern and asking for ”the why” behind the decision is the more effective method. Direct confrontation often can cause a defensive response, or worse, conceal the underlying reason for the risk.
- KEITH Promote a questioning attitude in ourselves and our teams. Complacency and lack of knowledge undermine awareness. Most people tend to assume everything is alright and that activities always go as planned. A questioning attitude promotes a preference for facts over assumptions and opinion.
- Intimidated by questions – do they understand the purpose of the conversation? if they don’t understand the why, likely to assume fault finding not fact finding Being genuinely curious is an essential attribute for a leader in almost every situation. Curiosity gives you a layer of context that enables you to create a safe environment for others when you’re communicating. what are you listening for and where are you listening from? Are you curious? Are you open-minded? Instead of blaming mode, we can shift into coaching mode and provide a safe environment for people to practice, make mistakes, and grow from them.
- If you can understand the influences on risk, you can begin to understand the complexities of human nature. Remember that graphic before, that safety is all about common sense and making the right choice. Unfortunately for all of us, its just NOT that simple. We must consider the PERCEIVED choices being presented, and the influences at hand and how to best overcome them. We leave you with the encouragement to Lean into the Listening and Questioning. Let’s think about cuva again. Just considering one influence. Now shes not ripping things up anymore. Place your focus on the understanding rather than solving – because this will be a lifelong, endless task, not a solvable equation.