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Human Factor Safety Decomposed

The document provides an extensive overview of human factor safety, detailing the complexities of human behavior and its impact on safety in various environments. It identifies the 'dirty dozen' human errors and offers strategies for mitigating these issues through improved communication, teamwork, and awareness. A key focus is on developing human competencies and creating a supportive environment to enhance safety practices and reduce errors.

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Human factor safety decomposed
Overview Ask questions • Why we fall with human factor? • How to manage human factor? Define • Human factor – what is about? • Human factor decomposed Analyze • PEAR approach • Dirty Dozen of human errors Simplify • Focus on commonities • Build more personal security approach
Why we fail with human factor? Because: • Matter is far complex that looks like (you can’t force behavior) • We are focused on quick remediation (keep incident statistics low) • We are organizational centric (focused only on job side of life) • We are self-limited by tools and knowledge (budget limitation) • We create siloses (separation of topics and domains: real vs cyber, private vs proffessional, test vs production) We should decompose problem into smaller, managable components
How to manage situation of human factor? • Learn about human factor from industry where is well described • Learn the dirt dozen of human factors study for aviation industry * • Learn to identify human factors presence • Analyze human factor impact • Plan the remediation actions • Measure remediation actions • Re-analyse human factor impact * https://www.faa.gov/regulations_policies/handbooks_manuals/aircraft/media/AMT_Handbook_Addendum_Human_Factors.pdf EASY TO SAY, HARD TO DO IT!
Simple answer Develop human competences supporting process and position safety responsibility to reduce time for employee adoption to employer requirements by continous role based security training and testing of these competeces.
How to find and understand answer? Define problem Analyze details Change perspective and find similarities Build (synthesis) conclusions
DEFINE PROBLEM
Human Factor vs Human Factors • Human factor is commonly used term to determine impact of human behavior to the process output And in details • Human factors is a term that covers the science of understanding of human capability, application of this understanding to the desing development, deployment of systems and services, and the art of ensuring successful application of human factor principles into the maintenance working enviroment* Human factor can be decomposed, understand and managed based on second definition! * https://www.faa.gov/regulations_policies/handbooks_manuals/aircraft/media/AMT_Handbook_Addendum_Human_Factors.pdf
Human Machine –what determine your activity List of components that determines Human activity: • Human factors • Human limitations • Human capabilities • Mental state • Emotional state • Physical state • Enviromental conditions
PROBLEM DECOMPOSITION
Human Factors decomposed part 1 List of human factors disciplines: • Clinical psychology • Experimental psychology • Educational psychology • Organization psychology • Anthropometric science • Cognitive science • Medical science • Computer science • Safety Engineering • Industrial Engineering
Human factors decomposed part 2 Historical approach: 1487 – Leonardo DiVinci determines human limitation by Vitruvian Man description ~1900 challenge-response system introduction in medicine: „scalpel” – doctor request, „scalpel” – nurse response ~1900 human to machine compatibility by trial and error approach Around World Wars – human limitations and advantage of human capabilities for equipment/tools suite and controls and displays easier for operators to use
Human factors decomposed part 3 PEAR model: • People who do the job • Enviroment in which they work • Actions they perform • Resources neccessary to complete the job
Human factors decomposed part 4 • Physical • Physical size • Sex • Age • Strength • Sensory limitations • Physiological • Nutritional factors • Health • Lifestyle • Fatigue • Chemical dependency • Psychological • Workload • Experience • Knowledge • Training • Attitude • Mental or emotional state • Psychosocial • Interpersonal conflicts „People who do the job” factors: Encourage the workers!
Human factors decomposed part 5 • Physical • Weather • Location inside/outside • Workspace • Shift • Lighting • Sound level • Safety • Organizational • Personnel • Supervision • Labor-management relations • Pressures • Crew structure • Size of company • Profitabilitiy • Morale • Corporate culture „Enviroment in witch they work” factors: Create friendly enviroment!
Human factors decomposed part 6 • Actions • Steps to perform a task • Sequence of activity • Number of people involved • Information control requirements • Knowledge reqirements • Skill requirements • Altitude requirements • Certification requirements • Inspection requirements „Actions they perform”, Job Task Analysis (JTA) factors: Identify & manage job tasks!
Human factors decomposed part 7 • Resources • Procedures, work cards • Technical manuals • Other people • Test equipment • Tools • Compuers and software • Paperwork and signoffs • Neccesairy equipment „Resources neccessary to complete the job” factors: Provide&monitor resources! • Workplace helpers • Fixtures • Aterials • Task lighting • Training • Quality systems
So far, so complicated... IF THIS WILL BE EASY, EVERYONE WILL KNOW THE ANSWER
There is not considering the whole human activity, There’ s no need to take everything into equations Just focus on human errors!
ROOT CAUSE – HUMAN ERROR ANALYSIS EVERYONE MAKE MISTAKES, ONLY FEW LEARN FROM THEM
Human factors – human failure types https://www.energyinst.org/technical/human-and-organisational-factors/human-and-organisational-factors-human-failure-types Mistakes Lapses Slips Knowledge-based Rule-based Attention Memory Competition Attention Exceptional Situational Organisational benefit Personal benefit Routine non-compliance Routine errors Human failures Unintended actionsIntended actions Non- compliances Non-compliances - Intended consequences Unintentional non- compliances Reckless Errors - Unintended consequences
PERSPECTIVE CHANGE LESSONS LEARNED FROM AVIATION INDUSTRY
Human factors decomposed – Dirty Dozen • Lack of communication • Lack of knowledge • Lack of teamwork • Lack of resources • Lack of assertiveness • Lack of awareness • Originated from 1980s-1990s incidents by Transport Canada • Identified most common 12 factors of human failure (no order): Identify root cause of human failure incidents! • Complacency • Distraction • Fatigue • Pressure • Stress • Norms http://www.skybrary.aero/index.php/The_Human_Factors_"Dirty_Dozen" https://maritimecyprus.com/2016/12/27/the-deadly-dozen-12-significant-human-factors-in-maritime-safety/
Dirty dozen – Lack of communication Issues:  Poor or non existing communication  Lost in transmission  Information reciver can make assumptions about communicate  You should know that only 30% of verbal communication is understood  You should know that usually begining and end of message is understood  Body language is misunderstand or neglected in person-to-person communication Countermeasures: Write down complex instructions Use checklists, logbooks, to communicate work progress Never assume that the work has been completed Ask if not understand Reconfirm if not sure Beware of culture effect on message interpretation Pay attention to body language Always repeat most critical part of message at the end
Dirty dozen – Lack of knowledge Issues: Acting based on outdated documentation can create chaos or error in process Performing jobs without prior training could put employee in risk and damage company reputation Attempt to solve issue without knowledge and skills how to do it efficiently may turn issue into crisis Countermeasures: Perform only job you are trained to Do not try to help if you do not know how If you do not know, ask for help Update your knowledge and documentation to current state
Dirty dozen – Lack of teamwork Issues: Single point of failure Knowledge, power, operations concentration – creating „bottle neck” situation Resource wasting due to lack of understanding of common goal Communication degradation due to social issues or lack of human resources Wasting resources due to competence proving Countermeasures: Encourage team playing approach and communication All team members need to understad common goal and way to cope with it including their duties Promote co-workers with safety in mind Promote disscusion to solve issues Diverse skills and points of view Encourage challenge Celebrate success
Dirty dozen – Lack of resources Issues: Safety and quality concerns due to improvised or outdated resources  Creating pressure on employee that strenghtened other human error components Impact compliance and safety by employee actions of crossing the border or forced creativity Countermeasures: Plan resource utilization, maintain resources and assets supply Manage resources lifecycle Optimize resources utilization Request for resource if safety can be impacted Don’t agree with safety violations – probably you will take responsibility when something will go wrong
Dirty dozen – Lack of assertiveness Issues: Suppress the concerns, feelings, opinions, beliefs and needs Continue to use culture of fear and false responsibility Falsing or failing the communication and avoid resolving the root cause of problem Creating false/fake picture with generalization Countermeasures: Never compromise your standards Provide clear feedback when a risk or danger is perceived Speak up keeping calm, rational and using specific examples rather generalisations Always direct criticism at actions and their consequences rather than people and their personalities Invite feedback Realize that It’s YOUR duty, your decision and future
Dirty dozen – Lack of awareness Issues: Lack of role and impact understanding can cause serious damage to the employee or company Lack of visibility can lead to tunel vision and affect actions or effectiveness  Lack of foresight can lead to serious incidents impacting human life or company brand Countermeasures: Use checklists, logbooks, etc. Don’t assume situation, ask for clarification, ask for checkup Constant questioning „what if...?” Promote to bexperience by knowledge sharing and situational awareness Promote developing foresight
Dirty dozen – Complacency Issues: Relay on memory/custom/habit Have a good faith with tendency to neglect the obvious message Overestimate strenghts, realiability, Ingore the warning signals, going rouge in sack of custom Countermeasures: Always expect something could go wrong Never sign off on something that you did not fully verify or provide Always double check your work Never put yourself in risky situation counting on luck or experience
Dirty dozen – Distraction Issues: Distracted employee can easly miss part of the process and create defect Can be caused or strenghtened by other factors like fatique, stress, complecancy to greatly impact the productivity Introduce delays, errors and mistakes driven by chaotic or messy job performance Countermeasures: Use detailed checklist Secure your workplace and tools, keep it safe and clean to avoid unexpected If you can’t focus on job, take a break to remove distraction Resuming job, go back and double check what you think is already completed
Dirty dozen – Fatigue Issues: Fatigue employee can make harmful decisions, When symptoms are ignored can cause rapid fall down situation that could be risky for health Attempts to finish the job for any cause could seriously damage process and employee because error or lost of control over tools Strenghten negative impact and probability of occurence when in conjunction with other factor Countermeasures: Take care of yourself, eat healthy, be active and maintain regular sleep patern Put down complex tasks if you know that you are exhausted Be aware of the fatigue symptoms in yourself and coworkers Manage short breaks to refresh mind and body muscles
Dirty dozen – Pressure Issues: Regardles if self induced or external, pressure can impact process or product in way that damage organization reputation Creating false picture about job conditions or covered trading jobs can impact project deadline or client relations with your company Countermeasures: Ensure that pressure is not self induced Ask for extra help if time is an issue Communicate if you think you will need more time to complete job rather than rush through it
Dirty dozen – Stress Issues: If demands are too high or not managed subconscious will response with stress impacting overall employee posture Stress greatly strenghten employee response to other factors, increasing risk of damage to the employee or error to the process Countermeasures: Reduce stress level by take time off or a short break Ask co-workers to monitor your work Excercise, eat healthy and have sufficient ammount of rest to keep stress level under control Know you limits and communicate this when expectations wil rease
Dirty dozen – Norms Issues: Crossing the line to the standard violation in most cases is wrong idea causes losses and potential harm to the employee Keeping wrong norm as standard operation procedure or silent employee agreement can harm employee, impact process or company in serious way Countermeasures: Ensure that everyone follows the same standard Even if something looks normal does not make it correct The easiest way of accomplishing something may not be the standard Eradicate negative standards by rising discussion about them
What is the common factor for human error? LOOKING BEHIND THE COURTAIN OF HUMAN BEHAVIOUR
Again humans are specific machines, able to adopt to the changing conditions, but this takes time.
Most of the human behaviour can be explained by set of human abilities.
Following this approach allows to define errors as manifestation of lack of human adoption because of ability shortage.
Desired answer to the question: How to limit human errors? Is following: By developing abilities supporting human adoption.
Any awareness program or training will be effective only if auditorium has developed specific subset of human abilities required to understand, remember and use learned skils and knowlede.
Ideal awareness program should help developing relevant human abilities for increasing effectivenes of skills or knowledge adoption, and ultimately reduce the chance for errors or mistakes occurence.
Mapping Dirty Dozen of human errors to the human abilities set underlying safe behaviour 12 human error causes countermeasured with 36 advises expresed in language of 46 human abilities related to safe behaviour creates matrix of human error cause – countermeasure human abilities DirtyDozencomponent Advise1 Advise2 Advise3 Identify Protect Detect React Recover Respect Privacy Prudence Assertiveness Exemplar altruism assertiveness thebalance intransigence vigilance inquisitiveness flexibility empathy individualism communication leaderhip loyalty wisdom independence responsibility care confidence planning senseofownership havingapersonalculture sacrifice Respectforsomeoneelse'sproperty lawfully rationally prudence reliability self-improvement self-reliance self-control self-consciousness meticulousness effectiveness observation justice awarenessoftheconsequences awarenessoftheenvironment resourceawareness technicalskills credibility cooperation imagination perseverance management Lack of communication Use checklists, logbooks, to communicate work progress Never assume that the work has been completed Ask if not understand x x x x x x x x x x x x x x x x x x x x Lack of knowledge Perform only job you are trained to Do not try to help if you do not know how If you do not know, ask for help x x x x x x x x x x x x x x x x x x x x x Lack of teamwork Encourage team play and communication All team members need to understad common goal and way to reach it including their duties Promote disscusion to solve issues x x x x x x x x x x x x x x x x x x x x x x x x Lack of resources Plan resource utilization, maintain resources and assets supply Manage resources lifecycle Don’t agree with safety violations – probably you will take responsibility when something goes wrong x x x x x x x x x x x x x x x x x x x x x x x Lack of assertiveness Never compromise your standards Provide clear feedback when a risk or danger is perceived Invite feedback x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Lack of awareness Use checklists, logbooks, etc. don’t assume situation, ask for clarification, ask for checkup Constant questioning „what if...?” x x x x x x x x x x x x x x x x x x x x x x x x Complecency Always expect to find something wrong Never sign off on something that you did not fully check or provide Always double check your work x x x x x x x x x x x x x x x x x x x x x x x x x Distraction Secure your workplace and tools, keep it safe and clean to avoid unexpected If you can’t focus on job, take a break to remove distraction Ressuming job, go back and double check what you think is already completed x x x x x x x x x x x x x x x x x x x x x x x x x x x Fatigue Forefeit complex tasks if you know that you are exhausted Take care of yourself, eat healthy, be active and maintain regular sleep patern Be aware of the symptoms and look for them in yourself and co- workers x x x x x x x x x x x x x x x x x x x x x x x x x Pressure Ensure that pressure is not self induced Ask for extra help if time is an issue Communicate if you think you will need more time to complete job rather than rush through it x x x x x x x x x x x x x x x x x x x x x x x x x x Stress Reduce stress level by take time off or a short break Ask co-workers to monitor your work Excercise, eat healthy and have sufficient ammount of rest to keep stress level under control x x x x x x x x x x x x x x x x x x x x x x x Norms Erradicate negative standards by rising discussion about them Even if something looks normal does not make it correct Ensure that everyone follows the same standard x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
Lack of communication communication wisdom responsibility care planning having a personal culture rationally prudence reliability self-reliance effectiveness awareness of the consequences awareness of the environment resource awareness cooperation inquisitiveness LOW MEDIUM HIGH RISK SCALE https://openclipart.org/detail/23762/scale-01 Example of abilities usefull for countermeasure the lack of communication issue
But this approach is too robust to be useful
Employee responsibilities can be expressed also in the context of: • Process the employee supports • Possition the employee occupies And these responsibilities are also supported by human abilities defined previously. From other hand
Describing human support for process knowledge about role in the process and impact to environment knowledge about usage and limitation of tools used in process knowledge about predictable process execution and readiness to notification any deviations ability to signal the concerns about unexpected changes in process ability to sustain or recovery of process in case of unexpected disorder Symbols are based on icons https://materialdesignicons.com/ according to license conditions https://github.com/Templarian/MaterialDesign/blob/master/license.txt More about More Personal Security can be found here https://sci-ikb.blogspot.com BASED ON NIST CYBSERSECURITY FRAMEWORK CORE PROFFESSIONALCOMPETENCES
Describing human support for role ability to limited trust behaviour and awareness of emotion influence ability to know information value and to restrain from information sharing ability to assess of the situation and estimate performed actions ability to independent decision-making and take care of own life space ability to act and overcome any adversities resulting from habits Symbols are based on icons https://materialdesignicons.com/ according to license conditions https://github.com/Templarian/MaterialDesign/blob/master/license.txt More about More Personal Security can be found here https://sci-ikb.blogspot.com BASED ON NETIQUETTE QUIDANCES PERSONALCOMPETENCES
Expressing the competences in ability language Szacunek Prywatność Rozwaga Asertywność Wzór Poznaj Ochroń Wykryj Reaguj Odzyskaj Cecha+A4:A4:B47 Definicja zdolność do ograniczonego zaufania i rozpoznawania wpływu emocji zdolność do powściągliwości w ujawnianiu informacji i ocenie jej wartości - choć ogólnie dotyczy dowolnej czynności zdolność do oceny sytuacji i oszacowan ia konsekwen cji podjętych akcji zdolność do samodzielneg o podejmowani a decyzji i dbania o swoją przestrzeń życiową zdolność do działania i pokonywan ia trudności wynikający ch z przyzwycza jeń wiedza na temat swojej roli w procesie i wpływu na otoczenie znajomość ograniczeń narzędzi stosowanych w procesie znajomość przewidywaneg o toku procesu i gotowość do odnotowania odchyleń do normy zdolność do przekazania uwag związanych z niespodziewa nymi zmianami w procesie zdolność do utrzymania lub odtworzenia procesu w wyniku niespodziewan ego zaburzenia altruizm umiejętność realizacji własnych planów w sposób przynoszący korzyść większej grupie społecznej x asertywność odporność na wpływy zewnętrzne z uszanowaniem obcych wyborów x x balans umiejętność optymalizacji efektów pracy w funkcji czasu x bezkompromisowość spełnienie własnych założeń przed wymogami innych x czujność umiejętność zachowania koncentracji pomimo niesprzyjających okoliczności, spostrzegawczość połączona z wyciąganiem wniosku i reakcją x dociekliwość umiejętność uzyskania satysfakcjonującej odpowiedzi bez kompromisów x x x x x x elastyczność umiejętność dostosowania się do sytuacji lub wymagań x empatia zdolność do uzyskania perspektywy kogoś innego, bez stosowania założeń i uproszczeń x x indywidualizm promowanie własnej perspektywy i utrzymywanie dystansu w celu podkreślenia występujących różnic x komunikatywność łatwość nawiązywania relacji z innymi oraz swoboda w komunikacji x przywództwo postawa mająca na celu poprzez własny przykład zaangażowanie innych do realizacji wskazanego celu x lojalność umiejętność tworzenia relacji zaufania, zachowania tajemnicy x mądrość posiadanie doświadczenia życiowego, znajomość schematów społecznych x niezależność cecha określająca minimalny wpływ czynników zewnętrznych na podejmowane decyzje i brak konieczności uwzględnienia zasobów zewnętrznych przy wykonywanych akcjach x odpowiedzialność zdolność do konsekwentnego postępowania w reakcji na wcześniej podjęte decyzje i wykonane działania x x x x ostrożność w relacjach z innymi: umiejętność rozpoznawania intencji rozmówcy, stosowanie ograniczonego zaufania w kontaktach z innymi ludzmi w przypadku ogólnym: umiejętność stopniowego wykonywania czynności z możliwością minimalizacji strat własnych w przypadku x x x pewność siebie przekonanie o słuszności podjętych decyzji, wartości posiadanej wiedzy i umiejętności, wykonanych czynnościach x x x planowanie umiejętność efektywnego wykorzystania posiadanych zasobów w szerszym horyzoncie czasowym x x x poczucie własności potrzeba posiadania zasobów na wyłączność lub w ograniczonym dla innych dostępie x posiadanie kultury osobistej umiejętność zachowania się zgodnie z normami społecznymi x poświęcenie zdolność do zaakceptowania strat własnych w celu osiągnięcia większej korzyści x poszanowanie cudzej własności respektowanie ograniczeń wynikających z istnienia zasobów poza własnym zasięgiem x x praworządność postępowanie zgodne z ustalonymi zasadami x x rozsądek minimalizacja strat własnych poprzez umiejętność planowania i wykonywania czynności ze świadomością ich konsekwencji x x x x roztropność planowanie uwzględniające elementy krytycznego myślenia i odpowiedzialności za podjęte decyzje x x x rzetelność wykonywanie czynności w sposób oczekiwany, powtarzalny x x x x samodoskonalenie umiejętność eliminowania nieporządanych cech charakteru, rozwój oczekiwanych umiejętności, zachowanie samokontroli x samodzielność zdolność do niezależnego podejmowania decyzji i przeprowadzania czynności x samokontrola umiejętność kontrolowania własnych emocji, świadomość ich wpływu na podejmowane decyzje x x samoświadomość znajomość własnych zalet, wad, potrzeb i ograniczeń x x x x x skrupulatność umiejętność zapewnienia rozliczalności (kto,gdzie,kiedy,jak,po co,z kim) do poziomu pojedynczego zasobu/detalu, szczegółowe analizowanie problemu x x x x x x skuteczność umiejętność osiągania celu pomimo występujących problemów i przeszkód x spostrzegawczość w relacjach z ludzmi: umiejętność odczytywania niewerbalnych form komunikacji w przypadku ogólnym: umiejętność uwzględnienia większej liczby pozornie nie mających znaczenia czynników wpływających na decyzję x x x x sprawiedliwość wydawanie osądu w oparciu o fakty bez preferowania perspektywy jednej ze stron sporu x świadomość konsekwencji wiedza i doświadcznienie dotyczące potencjalnych i możliwych skutków podjętych decyzji czy wykonanych czynności, wnioskowanie x x x x świadomość otoczenia wiedza dotycząca czynników wpływających na wykonywanie czynności x x x świadomość zasobów umiejętność oceny wartości i wzajemnej relacji informacji, zasobów x x x x umiejętności techniczne umiejętność zrozumienia języka technicznego (czytania ze zrozumieniem instrukcji obsługi), zdolności manualne i koordynacja niezbędna do obsługi urządzeń, swoboda w przyswajaniu obsługi urządzeń i technologii x x wiarygodność dotrzymywanie danego słowa x x współpraca umiejętność wspólnej pracy i współdzielenia zasobów x wyobraźnia zdolność do abstrakcyjnego myślenia, pozwalająca na symulację potencjalnych scenariuszy w oparciu o posiadaną wiedzę, pozwala wyjść poza ramy rzeczywistych schematów i uwzględnić rzadko występujące zjawiska x x x x wytrwałość koncentracja na osiągnięciu założonego celu, konsekwentne podejmowanie decyzji lub wykonywanie czynności w dążeniu do oczekiwanego skutku, odporność na czynniki zakłócające i rozpraszające, determinacja x x x zarządzanie umiejętność organizowania dostępnych zasobów, monitorowania i planowania ich zużycia x x x x Osobiste Wspierające proces Przypisanie cech Each of process (5) and role (5) human competences are defined in the subset of 46 abilities allowing to define „macro” human requirements - competences
Expressing the Dirty Dozen in Competences language Dirty Dozen Lack of communication Identify Recover Respect Prudence Lack of knowledge Protect Detect Respect Prudence Lack of teamwork Identify Protect Respect Exemplar Lack of resources Detect React Privacy Prudence Lack of assertiveness Protect React Prudence Assertiveness Lack of awareness Identify Detect Respect Assertiveness Complecency Protect Detect Privacy Assertiveness Distraction Protect Recover Privacy Prudence Fatigue Detect React Prudence Assertiveness Pressure Detect React Respect Assertiveness Stress Detect React Respect Assertiveness Norms Identify React Assertiveness Exemplar Process related Position related Countermeasure competences
And now final step is required: add all the ingredients to the safety culture recipie: • DEFINE SET OF REQUIRED PERSONAL COMPETENCES • DEFINE SET OF REQUIRED SKILS FOR COMPANY PROCESS • ASSIGN THE REQUIREMENTS LEVEL TO EACH OF COMPETENCE FOR SPECIFIC ROLE IN COMPANY • LABEL TRAINING MATERIALS TO HELP DEVELOP DEFINED COMPETENCES • BUILD TEST FOR RISING THE LEVEL OF COMPETENCE(S) • DEFINE TIME FRAME FOR REACHING REQUIREMENTS LEVEL PER COMPETENCE • DEFINE TIME FRAME FOR REACHING REQUIREMENTS LEVEL FOR WHOLE SET OF COMPETENCES
To not overburn with effort and lose audience attention focus on short, simple tasks: +Micro learning +Micro tests.
If you don’t have knowledge database ready for that step use SCI-IKB collection of SANS Institute Tip of a Day for solid fundation with cybersecurity basic practices and knowledge.
Release one tip, each working day and the same, or next day provide microtest to evaluate the knowledge adoption – competence rise. If anyone is able to finish the test – reward with competence points.
Allow audience to monitor their progress with building security posture by increasing the competence values, each microtest, one by one. Monitor points to go/compliance with requirements.
Don’t spoil the gamification with forcing to react with content or granting prizes at early stage. Remember – culture growth requires time – like tree – take care of it at begining, then will be strong later.
Always stay open to feedback. This program/approach is global, can’t be limited to work enviroment or public domain only. If required, create the same Identities in both programs, summing the competences in both for each Identity.
Make a lot of content – short, simple steps, even for complicated or advanced knowledge. Make it usefull – ask about solving the real situation/issue/problem in microtest – this is a lot of job, but great fun too.
Enhance your knowledge database with metadata about competences – allow people who understand the model/framework to mark the articles, communication, almost everything that is relevant to program (you may find that this will be everythink you have)
Imagine that after few years, and global approach, you may use this framework for recruting, carreer planning, organization change, people risk management as well as privatelly for your children career advisory or your own self development. This is about culture shift – remember the goal.
Good luck And have fun Stayng safe

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Human Factor Safety Decomposed

  • 1.
  • 2.
    Overview Ask questions •Why we fall with human factor? • How to manage human factor? Define • Human factor – what is about? • Human factor decomposed Analyze • PEAR approach • Dirty Dozen of human errors Simplify • Focus on commonities • Build more personal security approach
  • 3.
    Why we failwith human factor? Because: • Matter is far complex that looks like (you can’t force behavior) • We are focused on quick remediation (keep incident statistics low) • We are organizational centric (focused only on job side of life) • We are self-limited by tools and knowledge (budget limitation) • We create siloses (separation of topics and domains: real vs cyber, private vs proffessional, test vs production) We should decompose problem into smaller, managable components
  • 4.
    How to managesituation of human factor? • Learn about human factor from industry where is well described • Learn the dirt dozen of human factors study for aviation industry * • Learn to identify human factors presence • Analyze human factor impact • Plan the remediation actions • Measure remediation actions • Re-analyse human factor impact * https://www.faa.gov/regulations_policies/handbooks_manuals/aircraft/media/AMT_Handbook_Addendum_Human_Factors.pdf EASY TO SAY, HARD TO DO IT!
  • 5.
    Simple answer Develop humancompetences supporting process and position safety responsibility to reduce time for employee adoption to employer requirements by continous role based security training and testing of these competeces.
  • 6.
    How to findand understand answer? Define problem Analyze details Change perspective and find similarities Build (synthesis) conclusions
  • 7.
  • 8.
    Human Factor vsHuman Factors • Human factor is commonly used term to determine impact of human behavior to the process output And in details • Human factors is a term that covers the science of understanding of human capability, application of this understanding to the desing development, deployment of systems and services, and the art of ensuring successful application of human factor principles into the maintenance working enviroment* Human factor can be decomposed, understand and managed based on second definition! * https://www.faa.gov/regulations_policies/handbooks_manuals/aircraft/media/AMT_Handbook_Addendum_Human_Factors.pdf
  • 9.
    Human Machine –whatdetermine your activity List of components that determines Human activity: • Human factors • Human limitations • Human capabilities • Mental state • Emotional state • Physical state • Enviromental conditions
  • 10.
  • 11.
    Human Factors decomposedpart 1 List of human factors disciplines: • Clinical psychology • Experimental psychology • Educational psychology • Organization psychology • Anthropometric science • Cognitive science • Medical science • Computer science • Safety Engineering • Industrial Engineering
  • 12.
    Human factors decomposedpart 2 Historical approach: 1487 – Leonardo DiVinci determines human limitation by Vitruvian Man description ~1900 challenge-response system introduction in medicine: „scalpel” – doctor request, „scalpel” – nurse response ~1900 human to machine compatibility by trial and error approach Around World Wars – human limitations and advantage of human capabilities for equipment/tools suite and controls and displays easier for operators to use
  • 13.
    Human factors decomposedpart 3 PEAR model: • People who do the job • Enviroment in which they work • Actions they perform • Resources neccessary to complete the job
  • 14.
    Human factors decomposedpart 4 • Physical • Physical size • Sex • Age • Strength • Sensory limitations • Physiological • Nutritional factors • Health • Lifestyle • Fatigue • Chemical dependency • Psychological • Workload • Experience • Knowledge • Training • Attitude • Mental or emotional state • Psychosocial • Interpersonal conflicts „People who do the job” factors: Encourage the workers!
  • 15.
    Human factors decomposedpart 5 • Physical • Weather • Location inside/outside • Workspace • Shift • Lighting • Sound level • Safety • Organizational • Personnel • Supervision • Labor-management relations • Pressures • Crew structure • Size of company • Profitabilitiy • Morale • Corporate culture „Enviroment in witch they work” factors: Create friendly enviroment!
  • 16.
    Human factors decomposedpart 6 • Actions • Steps to perform a task • Sequence of activity • Number of people involved • Information control requirements • Knowledge reqirements • Skill requirements • Altitude requirements • Certification requirements • Inspection requirements „Actions they perform”, Job Task Analysis (JTA) factors: Identify & manage job tasks!
  • 17.
    Human factors decomposedpart 7 • Resources • Procedures, work cards • Technical manuals • Other people • Test equipment • Tools • Compuers and software • Paperwork and signoffs • Neccesairy equipment „Resources neccessary to complete the job” factors: Provide&monitor resources! • Workplace helpers • Fixtures • Aterials • Task lighting • Training • Quality systems
  • 18.
    So far, socomplicated... IF THIS WILL BE EASY, EVERYONE WILL KNOW THE ANSWER
  • 19.
    There is notconsidering the whole human activity, There’ s no need to take everything into equations Just focus on human errors!
  • 20.
    ROOT CAUSE –HUMAN ERROR ANALYSIS EVERYONE MAKE MISTAKES, ONLY FEW LEARN FROM THEM
  • 21.
    Human factors –human failure types https://www.energyinst.org/technical/human-and-organisational-factors/human-and-organisational-factors-human-failure-types Mistakes Lapses Slips Knowledge-based Rule-based Attention Memory Competition Attention Exceptional Situational Organisational benefit Personal benefit Routine non-compliance Routine errors Human failures Unintended actionsIntended actions Non- compliances Non-compliances - Intended consequences Unintentional non- compliances Reckless Errors - Unintended consequences
  • 22.
    PERSPECTIVE CHANGE LESSONS LEARNEDFROM AVIATION INDUSTRY
  • 23.
    Human factors decomposed– Dirty Dozen • Lack of communication • Lack of knowledge • Lack of teamwork • Lack of resources • Lack of assertiveness • Lack of awareness • Originated from 1980s-1990s incidents by Transport Canada • Identified most common 12 factors of human failure (no order): Identify root cause of human failure incidents! • Complacency • Distraction • Fatigue • Pressure • Stress • Norms http://www.skybrary.aero/index.php/The_Human_Factors_"Dirty_Dozen" https://maritimecyprus.com/2016/12/27/the-deadly-dozen-12-significant-human-factors-in-maritime-safety/
  • 24.
    Dirty dozen –Lack of communication Issues:  Poor or non existing communication  Lost in transmission  Information reciver can make assumptions about communicate  You should know that only 30% of verbal communication is understood  You should know that usually begining and end of message is understood  Body language is misunderstand or neglected in person-to-person communication Countermeasures: Write down complex instructions Use checklists, logbooks, to communicate work progress Never assume that the work has been completed Ask if not understand Reconfirm if not sure Beware of culture effect on message interpretation Pay attention to body language Always repeat most critical part of message at the end
  • 25.
    Dirty dozen –Lack of knowledge Issues: Acting based on outdated documentation can create chaos or error in process Performing jobs without prior training could put employee in risk and damage company reputation Attempt to solve issue without knowledge and skills how to do it efficiently may turn issue into crisis Countermeasures: Perform only job you are trained to Do not try to help if you do not know how If you do not know, ask for help Update your knowledge and documentation to current state
  • 26.
    Dirty dozen –Lack of teamwork Issues: Single point of failure Knowledge, power, operations concentration – creating „bottle neck” situation Resource wasting due to lack of understanding of common goal Communication degradation due to social issues or lack of human resources Wasting resources due to competence proving Countermeasures: Encourage team playing approach and communication All team members need to understad common goal and way to cope with it including their duties Promote co-workers with safety in mind Promote disscusion to solve issues Diverse skills and points of view Encourage challenge Celebrate success
  • 27.
    Dirty dozen –Lack of resources Issues: Safety and quality concerns due to improvised or outdated resources  Creating pressure on employee that strenghtened other human error components Impact compliance and safety by employee actions of crossing the border or forced creativity Countermeasures: Plan resource utilization, maintain resources and assets supply Manage resources lifecycle Optimize resources utilization Request for resource if safety can be impacted Don’t agree with safety violations – probably you will take responsibility when something will go wrong
  • 28.
    Dirty dozen –Lack of assertiveness Issues: Suppress the concerns, feelings, opinions, beliefs and needs Continue to use culture of fear and false responsibility Falsing or failing the communication and avoid resolving the root cause of problem Creating false/fake picture with generalization Countermeasures: Never compromise your standards Provide clear feedback when a risk or danger is perceived Speak up keeping calm, rational and using specific examples rather generalisations Always direct criticism at actions and their consequences rather than people and their personalities Invite feedback Realize that It’s YOUR duty, your decision and future
  • 29.
    Dirty dozen –Lack of awareness Issues: Lack of role and impact understanding can cause serious damage to the employee or company Lack of visibility can lead to tunel vision and affect actions or effectiveness  Lack of foresight can lead to serious incidents impacting human life or company brand Countermeasures: Use checklists, logbooks, etc. Don’t assume situation, ask for clarification, ask for checkup Constant questioning „what if...?” Promote to bexperience by knowledge sharing and situational awareness Promote developing foresight
  • 30.
    Dirty dozen –Complacency Issues: Relay on memory/custom/habit Have a good faith with tendency to neglect the obvious message Overestimate strenghts, realiability, Ingore the warning signals, going rouge in sack of custom Countermeasures: Always expect something could go wrong Never sign off on something that you did not fully verify or provide Always double check your work Never put yourself in risky situation counting on luck or experience
  • 31.
    Dirty dozen –Distraction Issues: Distracted employee can easly miss part of the process and create defect Can be caused or strenghtened by other factors like fatique, stress, complecancy to greatly impact the productivity Introduce delays, errors and mistakes driven by chaotic or messy job performance Countermeasures: Use detailed checklist Secure your workplace and tools, keep it safe and clean to avoid unexpected If you can’t focus on job, take a break to remove distraction Resuming job, go back and double check what you think is already completed
  • 32.
    Dirty dozen –Fatigue Issues: Fatigue employee can make harmful decisions, When symptoms are ignored can cause rapid fall down situation that could be risky for health Attempts to finish the job for any cause could seriously damage process and employee because error or lost of control over tools Strenghten negative impact and probability of occurence when in conjunction with other factor Countermeasures: Take care of yourself, eat healthy, be active and maintain regular sleep patern Put down complex tasks if you know that you are exhausted Be aware of the fatigue symptoms in yourself and coworkers Manage short breaks to refresh mind and body muscles
  • 33.
    Dirty dozen –Pressure Issues: Regardles if self induced or external, pressure can impact process or product in way that damage organization reputation Creating false picture about job conditions or covered trading jobs can impact project deadline or client relations with your company Countermeasures: Ensure that pressure is not self induced Ask for extra help if time is an issue Communicate if you think you will need more time to complete job rather than rush through it
  • 34.
    Dirty dozen –Stress Issues: If demands are too high or not managed subconscious will response with stress impacting overall employee posture Stress greatly strenghten employee response to other factors, increasing risk of damage to the employee or error to the process Countermeasures: Reduce stress level by take time off or a short break Ask co-workers to monitor your work Excercise, eat healthy and have sufficient ammount of rest to keep stress level under control Know you limits and communicate this when expectations wil rease
  • 35.
    Dirty dozen –Norms Issues: Crossing the line to the standard violation in most cases is wrong idea causes losses and potential harm to the employee Keeping wrong norm as standard operation procedure or silent employee agreement can harm employee, impact process or company in serious way Countermeasures: Ensure that everyone follows the same standard Even if something looks normal does not make it correct The easiest way of accomplishing something may not be the standard Eradicate negative standards by rising discussion about them
  • 36.
    What is thecommon factor for human error? LOOKING BEHIND THE COURTAIN OF HUMAN BEHAVIOUR
  • 37.
    Again humans arespecific machines, able to adopt to the changing conditions, but this takes time.
  • 38.
    Most of thehuman behaviour can be explained by set of human abilities.
  • 39.
    Following this approachallows to define errors as manifestation of lack of human adoption because of ability shortage.
  • 40.
    Desired answer tothe question: How to limit human errors? Is following: By developing abilities supporting human adoption.
  • 41.
    Any awareness programor training will be effective only if auditorium has developed specific subset of human abilities required to understand, remember and use learned skils and knowlede.
  • 42.
    Ideal awareness programshould help developing relevant human abilities for increasing effectivenes of skills or knowledge adoption, and ultimately reduce the chance for errors or mistakes occurence.
  • 43.
    Mapping Dirty Dozenof human errors to the human abilities set underlying safe behaviour 12 human error causes countermeasured with 36 advises expresed in language of 46 human abilities related to safe behaviour creates matrix of human error cause – countermeasure human abilities DirtyDozencomponent Advise1 Advise2 Advise3 Identify Protect Detect React Recover Respect Privacy Prudence Assertiveness Exemplar altruism assertiveness thebalance intransigence vigilance inquisitiveness flexibility empathy individualism communication leaderhip loyalty wisdom independence responsibility care confidence planning senseofownership havingapersonalculture sacrifice Respectforsomeoneelse'sproperty lawfully rationally prudence reliability self-improvement self-reliance self-control self-consciousness meticulousness effectiveness observation justice awarenessoftheconsequences awarenessoftheenvironment resourceawareness technicalskills credibility cooperation imagination perseverance management Lack of communication Use checklists, logbooks, to communicate work progress Never assume that the work has been completed Ask if not understand x x x x x x x x x x x x x x x x x x x x Lack of knowledge Perform only job you are trained to Do not try to help if you do not know how If you do not know, ask for help x x x x x x x x x x x x x x x x x x x x x Lack of teamwork Encourage team play and communication All team members need to understad common goal and way to reach it including their duties Promote disscusion to solve issues x x x x x x x x x x x x x x x x x x x x x x x x Lack of resources Plan resource utilization, maintain resources and assets supply Manage resources lifecycle Don’t agree with safety violations – probably you will take responsibility when something goes wrong x x x x x x x x x x x x x x x x x x x x x x x Lack of assertiveness Never compromise your standards Provide clear feedback when a risk or danger is perceived Invite feedback x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Lack of awareness Use checklists, logbooks, etc. don’t assume situation, ask for clarification, ask for checkup Constant questioning „what if...?” x x x x x x x x x x x x x x x x x x x x x x x x Complecency Always expect to find something wrong Never sign off on something that you did not fully check or provide Always double check your work x x x x x x x x x x x x x x x x x x x x x x x x x Distraction Secure your workplace and tools, keep it safe and clean to avoid unexpected If you can’t focus on job, take a break to remove distraction Ressuming job, go back and double check what you think is already completed x x x x x x x x x x x x x x x x x x x x x x x x x x x Fatigue Forefeit complex tasks if you know that you are exhausted Take care of yourself, eat healthy, be active and maintain regular sleep patern Be aware of the symptoms and look for them in yourself and co- workers x x x x x x x x x x x x x x x x x x x x x x x x x Pressure Ensure that pressure is not self induced Ask for extra help if time is an issue Communicate if you think you will need more time to complete job rather than rush through it x x x x x x x x x x x x x x x x x x x x x x x x x x Stress Reduce stress level by take time off or a short break Ask co-workers to monitor your work Excercise, eat healthy and have sufficient ammount of rest to keep stress level under control x x x x x x x x x x x x x x x x x x x x x x x Norms Erradicate negative standards by rising discussion about them Even if something looks normal does not make it correct Ensure that everyone follows the same standard x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
  • 44.
    Lack of communication communication wisdom responsibility care planning having apersonal culture rationally prudence reliability self-reliance effectiveness awareness of the consequences awareness of the environment resource awareness cooperation inquisitiveness LOW MEDIUM HIGH RISK SCALE https://openclipart.org/detail/23762/scale-01 Example of abilities usefull for countermeasure the lack of communication issue
  • 45.
    But this approachis too robust to be useful
  • 46.
    Employee responsibilities canbe expressed also in the context of: • Process the employee supports • Possition the employee occupies And these responsibilities are also supported by human abilities defined previously. From other hand
  • 47.
    Describing human supportfor process knowledge about role in the process and impact to environment knowledge about usage and limitation of tools used in process knowledge about predictable process execution and readiness to notification any deviations ability to signal the concerns about unexpected changes in process ability to sustain or recovery of process in case of unexpected disorder Symbols are based on icons https://materialdesignicons.com/ according to license conditions https://github.com/Templarian/MaterialDesign/blob/master/license.txt More about More Personal Security can be found here https://sci-ikb.blogspot.com BASED ON NIST CYBSERSECURITY FRAMEWORK CORE PROFFESSIONALCOMPETENCES
  • 48.
    Describing human supportfor role ability to limited trust behaviour and awareness of emotion influence ability to know information value and to restrain from information sharing ability to assess of the situation and estimate performed actions ability to independent decision-making and take care of own life space ability to act and overcome any adversities resulting from habits Symbols are based on icons https://materialdesignicons.com/ according to license conditions https://github.com/Templarian/MaterialDesign/blob/master/license.txt More about More Personal Security can be found here https://sci-ikb.blogspot.com BASED ON NETIQUETTE QUIDANCES PERSONALCOMPETENCES
  • 49.
    Expressing the competencesin ability language Szacunek Prywatność Rozwaga Asertywność Wzór Poznaj Ochroń Wykryj Reaguj Odzyskaj Cecha+A4:A4:B47 Definicja zdolność do ograniczonego zaufania i rozpoznawania wpływu emocji zdolność do powściągliwości w ujawnianiu informacji i ocenie jej wartości - choć ogólnie dotyczy dowolnej czynności zdolność do oceny sytuacji i oszacowan ia konsekwen cji podjętych akcji zdolność do samodzielneg o podejmowani a decyzji i dbania o swoją przestrzeń życiową zdolność do działania i pokonywan ia trudności wynikający ch z przyzwycza jeń wiedza na temat swojej roli w procesie i wpływu na otoczenie znajomość ograniczeń narzędzi stosowanych w procesie znajomość przewidywaneg o toku procesu i gotowość do odnotowania odchyleń do normy zdolność do przekazania uwag związanych z niespodziewa nymi zmianami w procesie zdolność do utrzymania lub odtworzenia procesu w wyniku niespodziewan ego zaburzenia altruizm umiejętność realizacji własnych planów w sposób przynoszący korzyść większej grupie społecznej x asertywność odporność na wpływy zewnętrzne z uszanowaniem obcych wyborów x x balans umiejętność optymalizacji efektów pracy w funkcji czasu x bezkompromisowość spełnienie własnych założeń przed wymogami innych x czujność umiejętność zachowania koncentracji pomimo niesprzyjających okoliczności, spostrzegawczość połączona z wyciąganiem wniosku i reakcją x dociekliwość umiejętność uzyskania satysfakcjonującej odpowiedzi bez kompromisów x x x x x x elastyczność umiejętność dostosowania się do sytuacji lub wymagań x empatia zdolność do uzyskania perspektywy kogoś innego, bez stosowania założeń i uproszczeń x x indywidualizm promowanie własnej perspektywy i utrzymywanie dystansu w celu podkreślenia występujących różnic x komunikatywność łatwość nawiązywania relacji z innymi oraz swoboda w komunikacji x przywództwo postawa mająca na celu poprzez własny przykład zaangażowanie innych do realizacji wskazanego celu x lojalność umiejętność tworzenia relacji zaufania, zachowania tajemnicy x mądrość posiadanie doświadczenia życiowego, znajomość schematów społecznych x niezależność cecha określająca minimalny wpływ czynników zewnętrznych na podejmowane decyzje i brak konieczności uwzględnienia zasobów zewnętrznych przy wykonywanych akcjach x odpowiedzialność zdolność do konsekwentnego postępowania w reakcji na wcześniej podjęte decyzje i wykonane działania x x x x ostrożność w relacjach z innymi: umiejętność rozpoznawania intencji rozmówcy, stosowanie ograniczonego zaufania w kontaktach z innymi ludzmi w przypadku ogólnym: umiejętność stopniowego wykonywania czynności z możliwością minimalizacji strat własnych w przypadku x x x pewność siebie przekonanie o słuszności podjętych decyzji, wartości posiadanej wiedzy i umiejętności, wykonanych czynnościach x x x planowanie umiejętność efektywnego wykorzystania posiadanych zasobów w szerszym horyzoncie czasowym x x x poczucie własności potrzeba posiadania zasobów na wyłączność lub w ograniczonym dla innych dostępie x posiadanie kultury osobistej umiejętność zachowania się zgodnie z normami społecznymi x poświęcenie zdolność do zaakceptowania strat własnych w celu osiągnięcia większej korzyści x poszanowanie cudzej własności respektowanie ograniczeń wynikających z istnienia zasobów poza własnym zasięgiem x x praworządność postępowanie zgodne z ustalonymi zasadami x x rozsądek minimalizacja strat własnych poprzez umiejętność planowania i wykonywania czynności ze świadomością ich konsekwencji x x x x roztropność planowanie uwzględniające elementy krytycznego myślenia i odpowiedzialności za podjęte decyzje x x x rzetelność wykonywanie czynności w sposób oczekiwany, powtarzalny x x x x samodoskonalenie umiejętność eliminowania nieporządanych cech charakteru, rozwój oczekiwanych umiejętności, zachowanie samokontroli x samodzielność zdolność do niezależnego podejmowania decyzji i przeprowadzania czynności x samokontrola umiejętność kontrolowania własnych emocji, świadomość ich wpływu na podejmowane decyzje x x samoświadomość znajomość własnych zalet, wad, potrzeb i ograniczeń x x x x x skrupulatność umiejętność zapewnienia rozliczalności (kto,gdzie,kiedy,jak,po co,z kim) do poziomu pojedynczego zasobu/detalu, szczegółowe analizowanie problemu x x x x x x skuteczność umiejętność osiągania celu pomimo występujących problemów i przeszkód x spostrzegawczość w relacjach z ludzmi: umiejętność odczytywania niewerbalnych form komunikacji w przypadku ogólnym: umiejętność uwzględnienia większej liczby pozornie nie mających znaczenia czynników wpływających na decyzję x x x x sprawiedliwość wydawanie osądu w oparciu o fakty bez preferowania perspektywy jednej ze stron sporu x świadomość konsekwencji wiedza i doświadcznienie dotyczące potencjalnych i możliwych skutków podjętych decyzji czy wykonanych czynności, wnioskowanie x x x x świadomość otoczenia wiedza dotycząca czynników wpływających na wykonywanie czynności x x x świadomość zasobów umiejętność oceny wartości i wzajemnej relacji informacji, zasobów x x x x umiejętności techniczne umiejętność zrozumienia języka technicznego (czytania ze zrozumieniem instrukcji obsługi), zdolności manualne i koordynacja niezbędna do obsługi urządzeń, swoboda w przyswajaniu obsługi urządzeń i technologii x x wiarygodność dotrzymywanie danego słowa x x współpraca umiejętność wspólnej pracy i współdzielenia zasobów x wyobraźnia zdolność do abstrakcyjnego myślenia, pozwalająca na symulację potencjalnych scenariuszy w oparciu o posiadaną wiedzę, pozwala wyjść poza ramy rzeczywistych schematów i uwzględnić rzadko występujące zjawiska x x x x wytrwałość koncentracja na osiągnięciu założonego celu, konsekwentne podejmowanie decyzji lub wykonywanie czynności w dążeniu do oczekiwanego skutku, odporność na czynniki zakłócające i rozpraszające, determinacja x x x zarządzanie umiejętność organizowania dostępnych zasobów, monitorowania i planowania ich zużycia x x x x Osobiste Wspierające proces Przypisanie cech Each of process (5) and role (5) human competences are defined in the subset of 46 abilities allowing to define „macro” human requirements - competences
  • 50.
    Expressing the DirtyDozen in Competences language Dirty Dozen Lack of communication Identify Recover Respect Prudence Lack of knowledge Protect Detect Respect Prudence Lack of teamwork Identify Protect Respect Exemplar Lack of resources Detect React Privacy Prudence Lack of assertiveness Protect React Prudence Assertiveness Lack of awareness Identify Detect Respect Assertiveness Complecency Protect Detect Privacy Assertiveness Distraction Protect Recover Privacy Prudence Fatigue Detect React Prudence Assertiveness Pressure Detect React Respect Assertiveness Stress Detect React Respect Assertiveness Norms Identify React Assertiveness Exemplar Process related Position related Countermeasure competences
  • 51.
    And now finalstep is required: add all the ingredients to the safety culture recipie: • DEFINE SET OF REQUIRED PERSONAL COMPETENCES • DEFINE SET OF REQUIRED SKILS FOR COMPANY PROCESS • ASSIGN THE REQUIREMENTS LEVEL TO EACH OF COMPETENCE FOR SPECIFIC ROLE IN COMPANY • LABEL TRAINING MATERIALS TO HELP DEVELOP DEFINED COMPETENCES • BUILD TEST FOR RISING THE LEVEL OF COMPETENCE(S) • DEFINE TIME FRAME FOR REACHING REQUIREMENTS LEVEL PER COMPETENCE • DEFINE TIME FRAME FOR REACHING REQUIREMENTS LEVEL FOR WHOLE SET OF COMPETENCES
  • 52.
    To not overburnwith effort and lose audience attention focus on short, simple tasks: +Micro learning +Micro tests.
  • 53.
    If you don’thave knowledge database ready for that step use SCI-IKB collection of SANS Institute Tip of a Day for solid fundation with cybersecurity basic practices and knowledge.
  • 54.
    Release one tip,each working day and the same, or next day provide microtest to evaluate the knowledge adoption – competence rise. If anyone is able to finish the test – reward with competence points.
  • 55.
    Allow audience tomonitor their progress with building security posture by increasing the competence values, each microtest, one by one. Monitor points to go/compliance with requirements.
  • 56.
    Don’t spoil thegamification with forcing to react with content or granting prizes at early stage. Remember – culture growth requires time – like tree – take care of it at begining, then will be strong later.
  • 57.
    Always stay opento feedback. This program/approach is global, can’t be limited to work enviroment or public domain only. If required, create the same Identities in both programs, summing the competences in both for each Identity.
  • 58.
    Make a lotof content – short, simple steps, even for complicated or advanced knowledge. Make it usefull – ask about solving the real situation/issue/problem in microtest – this is a lot of job, but great fun too.
  • 59.
    Enhance your knowledgedatabase with metadata about competences – allow people who understand the model/framework to mark the articles, communication, almost everything that is relevant to program (you may find that this will be everythink you have)
  • 60.
    Imagine that afterfew years, and global approach, you may use this framework for recruting, carreer planning, organization change, people risk management as well as privatelly for your children career advisory or your own self development. This is about culture shift – remember the goal.
  • 61.
    Good luck And havefun Stayng safe