1. WINING HEARTS AND MINDS Because we want to Intrinsic motivation and safety Patrick Hudson Delft University of Technology Leiden University

2. Time Numbers of Incidents Technology Systems Culture Engineering Equipment Safety Compliance Integrating HSE Certification Competence Risk Assessment Behaviours Leadership Accountability Attitudes HSE as a profit centre

3. 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

4. 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”

5. Conditioning Classical –Pavlov – simple stimulus-response Operant –Skinner – rewarding spontaneous behaviour Positive and negative reinforcement –Reward and punishment Schedules –Frequent, intermittent Extinction

6. 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

7. 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

8. Goals Final goals –what you really want to achieve Intermediate goals to achieve a final goal Planning involves setting up intermediate goals (tasks & targets)

9. 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

10. 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

11. 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!!

12. Intrinsic Motivation Feeling of control Feeling of competence Self-efficacy Respect

13. Locus of Control Internal –People feel in control/command of their own actions and consequences External –People feel that they are driven by events

14. 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

15. Demotivation Failure to achieve your goals Removal of positive rewards on failure Leads to extinction but may generalise negatively to other behaviours

16. Visualisation Visualise achieving the goal –Improves performance Visualise performing the activity –Improves performance Doing both doesn’t make performance even better Used by top-level sportsmen & women

17. 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

18. The real stuff on motivation Tangible rewards had no effect on intrinsic motivation except when the reward was expected by the participant and was performance independent. if people expect to get a reward simply for turning up and doing the job, this will reduce intrinsic motivation. However, if a reward is either unexpected or based on the quality or the completion of a job, it will neither increase or decrease intrinsic motivation.

19. IN SHORT MOTIVATION IS HARD

20. Changing the Game - get a culture Decision to create a culture in which everyone wants to be the best performers in HSE This culture would be one where everyone appeared to be intrinsically motivated Shell Executive committee requirements defined as –A culture of challenging compliance –Nothing too complicated Now we had two concrete questions –What is that culture? –How do we get there?

21. The HSE Culture Ladder CALCULATIVE We have systems in place to manage all hazards PROACTIVE Safety leadership and values drive continuous improvement REACTIVE Safety is important, we do a lot every time we have an accident PATHOLOGICAL Who cares as long as we're not caught Increasingly Informed Increasing Trust and Accountability GENERATIVE (High Reliability Orgs) HSE is how we do business round here

22. PATHOLOGICAL REACTIVE CALCULATIVE PROACTIVE GENERATIVE Safety Culture Ladder chronic unease safety seen as a profit centre new ideas are welcomed 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 resources are available to fix things before an accident management is open but still obsessed with statistics procedures are “owned” by the workforce we cracked it! lots and lots of audits HSE advisers chasing statistics

23. 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

24. 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

25. The HSE Culture Ladder CALCULATIVE We have systems in place to manage all hazards PROACTIVE Safety leadership and values drive continuous improvement REACTIVE Safety is important, we do a lot every time we have an accident PATHOLOGICAL Who cares as long as we're not caught Increasingly Informed Increasing Trust and Accountability GENERATIVE (High Reliability Orgs) HSE is how we do business round here

26. The HSE Culture Ladder CALCULATIVE We have systems in place to manage all hazards PROACTIVE Safety leadership and values drive continuous improvement REACTIVE Safety is important, we do a lot every time we have an accident PATHOLOGICAL Who cares as long as we're not caught Increasingly Informed Increasing Trust and Accountability GENERATIVE (High Reliability Orgs) HSE is how we do business round here In Place In Operation Effective Permanent

27. 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

28. 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?

29. 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!