Philips lecture 11 2013
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This document discusses brain-based safety and enhancing safe behavior. It describes how unconscious, nonconscious, and conscious processes influence safety behavior. External factors like safety stimuli, rules, leadership, and team behavior interact with internal processes like risk sensitivity, understanding, detection, and evaluation to determine how safely a person behaves. The more an environment is organized for safety and safety messages are spread over time and space, the more it can influence safe behavior in a positive way.
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Philips lecture 11 2013
- 1. How to enhance safe behavior? Philips, 21-10-2013 Amsterdam
- 5. Aspects of behavior Circumstances activate patterns Nurture learning processes develop patterns Nature = DNA Structures in the brain
- 6. Aspects of social behavior Circumstances activate patterns pressure environment: team Nurture learning processes develop patterns leadership rules Nature = DNA Structures in the brain
- 7. our safety agenda Circumstances act as a be a modelactivate patterns stage manager Nurture train & train from learning processes day 1 develop patterns select the right people activate safety Nature = DNA systems Structures in the brain understand ourselves
- 9. forms of consciousness • Unconscious: • • Nonconscious: • • we hardly know them, we experience some results, we can influence them on the long run behavioral machine, based on previously learned, automated patterns which can be activated Consciousness: • thinking, activated when something new or unexpected happens
- 10. PSYCHOLOGICAL MODEL OF SAFE BEHAVIOR perception safety stimuli perception rules risk sensitivity risk detection risk understanding behaving safely risk evaluation readiness stress perceptio n of leader perception team behavior
- 12. The more we organize the environment for others, the less they have to take care for their own safety Tip 1: perception give risk detection perception safety a ruleschance stimuli risk sensitivity risk detection risk understanding behaving safely risk evaluation readiness stress perceptio n of leader perception team behavior
- 13. Rules and regulations have brought us a lot us safety, now they keep us from further improvement
- 14. Shared space principle in traffic design
- 15. Rules and regulations have brought us a lot us safety, now they keep us from further improvement Tip 2: first delete anperception old rule before you add safety a new perception one stimuli rules perception rules risk sensitivity Tip 3: regard a new rule as risk the last option to risk detection evaluation change behavior risk understanding behaving safely readiness stress perceptio n of leader perception team behavior
- 16. Spreading around safety stimuli is the cheapest and best controlled way to influence safe behavior perception safety stimuli perception rules risk sensitivity risk detection risk understanding risk evaluation Tip 4: spread safety messages over time and space behaving safely readiness stress perceptio n of leader perception team behavior
- 17. More information • Visit www.brainbasedsafety.com • Register yourself for free monthly blog on safety related issues • Use Slideshare.com for these slides
- 18. risk sensitivity • Unconscious • the perception of possible risks in our environment • conditioned: combination of external stimulus + sense of anxiety • gives a wake up call (take care!!)
- 19. risk understanding • Unconscious • works process day & night • scans all recent experiences, the here & now activities and our plans • on mistakes, bad planning and possible risks • needs a lot of understanding of the working processes
- 20. risk detection • Combination of risk sensitivity & risk understanding • Start engine of our safety related behavior • Without risk detection we stay in a comfort zone
- 21. risk evaluation • process by which you estimate the possible impact of a detected risk and the needed action • calculates: chance * seriousness - safety margin • For simple tasks we tend to be overoptimistic of our ability to handle potential risks
- 22. perception rules • Rules help to regulate behavior • We calculate the benefit of sticking to a rule on a nonconscious level • We are more willing to follow rules is the benefits are visible • Too many rules reduce risk detection because we stop observing & thinking
- 23. readiness stress • State of body and mind that is appropriate for the task • visible in heart rate, blood pressure, speed of communication in brain •a too low and a too high level of readiness can be dangerous • stress = high level of readiness
- 24. perception team behavior • we are mammals, conditioned to stay in a group •a group only allows a certain deviation from the “normal” behavior • too much deviation leads to mobbing and extinction • we tend to follow the team, even if it acts in an unsafe way
- 25. perceptio n of leader • The most important role model • Leaders create trust by consistency between words and deeds • In case there is a difference between words and deeds, we follow the deeds • We respect a leader when he protects the boundaries of safe behavior
- 26. perception safety stimuli •A lot of processes in our brain are based on associations • Behavioral safety patterns can be activated via small safety triggers in the environment • priming activates both intentions and behavior on a nonconscious level
- 27. behaving safely • behavior is mostly a nonconscious proces • result of an internal battle of impulses and needs, not on a free will • based on learned/stored patterns • influenced by our unconscious needs (e.g. safety or nutrition) • very sensitive to what happens in the environment