Moving Out of The Box

I have seen allot of cause analysis reports during my time in HSE and during that time I have seen very few that get to down the essence of the problem. I realize what I am saying is somewhat subjective but in my opinion, we will not see the results we want unless our corrective actions address behavior. That being said, behavior is almost intangible. It interjects an ethereal component because it starts in the human mind and we all know the psyche is a complex and mysterious place. What works for one person does not necessarily work on another. Nevertheless, we get discouraged and throw more systems at the problem.  I am sorry but there are not any magic beans, fix al or a silver bullet, but there are drivers that influence “normal” people.

In the 1950’s Maslow studied the healthiest 1% of the college student population, in Maslow’s book “1954 book Motivation and Personality” He laid it out a pyramid      

Abraham Maslow (1954) presents a hierarchy of needs model divided into basic (or deficiency) needs (e.g. physiological, safety, love, and esteem) and growth needs (cognitive, aesthetics and self-actualization).  One must satisfy lower level basic needs before progressing on to meet higher-level growth needs.  Once these needs have been reasonably satisfied, one may be able to reach the highest-level called self-actualization.

Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization.  Unfortunately, progress is often disrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to fluctuate between levels of the hierarchy.  Maslow noted only one in a hundred people become fully self-actualized because our society rewards motivation primarily based on esteem, love and other social needs. It is important to note that other researchers have elaborated upon Maslow’s (1954) theory. Other researchers who have interpreted Maslow’s writings to develop both seven and even eight stages.

6. Cognitive needs - knowledge, meaning, etc.

7. Aesthetic needs - appreciation and search for beauty, balance, form, etc.

8. Transcendence needs - helping others to achieve self-actualization.

Why am I bringing this up? I propose linking systems, which satisfy some of the hierarchy of needs, is your ticket to influencing behavior. Further identifying the related principal contributors associated to the hierarchy of needs (which consequently led to a loss incident event) will bring to light previously hidden behavioral causes. This will lead to better corrective actions, safety goals and targets, which result in an increase in the desired safe behaviors then a safer worksite.

What are those “Desired Behaviors”? Realistically some of those behaviors are relative to the actual work being done. After all, safe behavior for a soldier is different from that of a babysitter, although there are some core behaviors found in each. See if you can connect behaviors listed below to the needs model. If you can you are now starting to leave the box and will begin to see the possibilities.

Everybody’s Desired Core Behavior

• Knowledge of Job (Competency)
• Caring for themselves and others
• Talent/Intellect to learn and think out of the box
• Will Not let someone else work unsafe
• Teaches others the right way
• Accountability for their own actions
• Focused doesn’t let pressure drive them
• Drive wants to do a good job and find a safe way
• Looks for ways to engage others to work safe
• Mentoring in all directions down and up
• Expects and holds peers and leaders accountable
• Adheres to Policy but is willing to expose gaps and flaws
• Careful is focused on what they are doing now
• Will Stop ANY unsafe work
• Takes safety home
• Participates and promotes safety initiatives
• Willing to Emotionally Invest In Others

In a later blog I will expand on:

• Actions which can meet needs
• Those behaviors an on the desired behavior of leadership which encourage and facilitate the desired behaviors of their direct and indirect reports.
• The development of management systems and training programs which enable the desired behavioral changes.
• Rewarding desired behaviors and discouraging undesired behaviors.