1. IOSH Accredited Behavioural Change Leadership Programme
To enable delegates to understand safety culture and how it can be improved & sustained in conjunction with other company systems and procedures
To fully appreciate how behaviours are prompted by activators, reinforced by consequences and the need to develop good safe habits
To have a clear understanding of how behaviours and the nature of human error contribute to poor performance
To develop an understanding of established principles of behavioural science in order to help you influence critical behaviours in the workplace
To understand the tools and techniques required to create a culture that represents a want-to rather than a have-to approach to managing risk

3. ABC Analysis
We need to properly ABC Analyse the specific “Wrong” behaviours and see just how the A’s and C’s line up. Including how we “check, properly check it” if at all. Once we’ve established that, we can then Re-Design the A’s and then Re-Align the C’s to create a new “Good” behaviour
We didn’t properly pursue this. I assumed that we would have time to go through this process with Carl and Steve right at the end. We would have identified many more key points for the 5 specific concerns of the drivers.

6. MISTAKES
Rule based – poor communication
Knowledge based – lack of training

7. Slips & Lapses of Concentration
Too tired
Distractions
Pressures of work

8. Violations
Wilfully doing the wrong thing
even though they know
The right thing to do

10. Disaster occurs
when all holes are aligned
at the same time

11. Let’s all make sure that as many holes as possible are filled in

12. BEHAVIOUR Deletions Distortions Generalisations VALUES Attitudes
All
External Experiences
See
Hear
Deletions
Distortions
Feel
Generalisations
Smell
Taste
VALUES
Attitudes
BELIEFS
BEHAVIOUR

13. Goal Setting Outcome Goals Performance Goals Process Goals Time
“The Dream!”
Way in the future
Not specific
In the near future
Weeks or months
In the moment
What can be done right now
A daily habit
Becomes the norm
Focus
Focus is on the achievement or objective
“to be the best”
Just a stepping stone
A checkpoint
Must support or underpin our Outcome Goal
The here and NOW
What you or your people can do every day
Becomes a habit or a ritual
Control
Little or no actual control
Many other factors
Wide parameters
More control over this
Could be a SMART target
Total control over this
Nothing can get in the way of this
Initially a Conscious choice that then becomes Sub-conscious activity
Goal Setting

15. ABC Analysis
We didn’t properly pursue this. I assumed that we would have time to go through this process with Carl and Steve right at the end. We would have identified many more key points for the 5 specific concerns of the drivers.

16. Start with the Why!
We believe that our drivers should be able to carry out their daily tasks without putting themselves or others at risk so that they can go home safely to their loved ones and enjoy their lives in whatever way they choose.
We started with the Why? Not What we were going to do or even How we might do it, we started with the WHY! That’s very important as it engages peoples emotions and opens them up right from the outset.
We introduced ourselves and then we told then why we were there. Because we believe in looking at driver risk differently, it’s not ALL about speeding violations, there may be other risks out there that we need to focus on and we need their help in identifying what they might be and then helping us to find solutions to them in order to make their lives on the road safer so that they can return home to enjoy their daily personal lives in whichever way they choose.

18. Training – The 10-20-70 Rule 10% Course 20% Any Context
(within 1st week)
70%
Engagement

19. Signs and Rules 40 Wet Paint What is the difference?
How do you behave with each?
Wet
Paint
Do Not Touch
What would you do?

20. Influence Over Behaviour
What influences what we do
Where we put out attention or effort A B C A B C
20%
80%
80%
20%

21. Task List two antecedents that would trigger these behaviours
Someone runs in front of your car
Junction ahead
Apply foot brake
in car 1. 2.
Following an accident
Issues identified from Risk Assessment
Workplace changes
to improve safety 1. 2.
Workload
Request from Senior Manager
Late working 1. 2.
Heard a noise above you
Objects falling from above
Looking upwards

22. Task List two consequences for engaging in the following behaviours
Pos/Neg
Apply foot brake in car 1. 2.
Car stops
Car skids or slows down P N
Workplace changes
to improve safety 1. 2.
Safer workplace
Costs / downtime P N
Late working 1. 2.
Extra pay
Miss child's bedtime P N
Looking upwards 1. 2.
Improved view
Dust in eye P N

23. Activators, Behaviour or Consequence?
Item A? B? C?
When you see the police car, you press the brake pedal. Pressing the brake pedal for you is….?
You are shouted at for not wearing your PPE on site. Being shouted at for you is…?
Your supervisor shows you where the materials are for you to do your job, The materials for you are…?
When ever you enter a dusty area you put on a dusk mask. Putting on a dusk mask for you is…?
You get a speeding ticket. Now you drive within the speed limit. The ticket for you is a…?
The temperature gauge in the dashboard of your car indicates that the temperature is high. The temperature gauge for you is…?
You try and answer the telephone within 3 rings. Answering the telephone within 3 rings for you is..?
You have just completed your job training. Job training for doing your job is…?
Your job is to fix machines. A broken machine at work for you is…?
When you see the police car, you press the brake pedal. Pressing the brake pedal for you is….?
You are shouted at for not wearing your PPE on site. Being shouted at for you is…?
Your supervisor shows you where the materials are for you to do your job, The materials for you are…?
When ever you enter a dusty area you put on a dusk mask. Putting on a dusk mask for you is…?
You get a speeding ticket. Now you drive within the speed limit. The ticket is..?
You have just completed your job training. Job training for doing your job is…?
Your job is to fix machines. A broken machine at work for you is…?         

24. Consequences and Effect
What consequences if we don’t meet MD targets or & any other objectives
Positive
VALUE
Negative
Immediate
IMMEDIACY
IMMEDIACY
Future
Certain
PROBABILITY
PROBABILITY
Uncertain
What is the most powerful combination?

25. Powerful Consequences
Most powerful consequences
- Positive, Immediate, Certain (PIC)
- Negative, Immediate, Certain (NIC)
Moderately powerful
- Positive, Future, Certain (PFC)
- Negative, Future, Certain (NFC)
- Positive, Immediate, Uncertain (PIU)
- Negative, Immediate, Uncertain (NIU)
Least powerful
- Positive, Future, Uncertain (PFU)
- Negative, Future, Uncertain (NFU)

26. Example of Possible Consequences of Wearing Eye Protection
Positive consequences Value Immediacy Probability
Avoid eye damage Positive Future Uncertain
Praise from manager Positive Future Uncertain
Negative consequences Value Immediacy Probability
Uncomfortable Negative Immediate Certain
Eye protection steams up Negative Immediate Certain

27. Example of Possible Consequences of Not Wearing Eye Protection
Positive consequences Value Immediacy Probability
Being comfortable Positive Immediate Certain
Improved ability to see Positive Immediate Certain
Negative consequences Value Immediacy Probability
Damage to eyesight Negative Future Uncertain