WHAA National Workplace Health Conference 2015 Using belief-based change to create safer, healthier and more positive workplaces Robert Whitechurch The Effective People Group

Background After some problems with stalled progress on improving safety performance, we were invited in to rethink the approach Instead of continuing to focus on behavioural change, we looked at changing beliefs Not easy - less visible, more personal / tied to identity, outcome uncertain

A Conversation about

A Conversation about Culture A system of shared assumptions, values, and beliefs, which governs how people behave in organizations The values and behaviours that contribute to the unique social and psychological environment of an organisation The way we do things around here Civilization in the workplace An organisation’s immune system

A Conversation about Culture What happens when no-one is looking.

Belief-based change Designed and delivered skills-based training in three areas that assisted people to recognise, understand and modify their beliefs: – Limiting and Enabling beliefs – Explanatory style – Affirmations

Limiting and Enabling Beliefs Identified by ‘universal’ claims – “Always” – “Never” – “Ever” Supported by common examples (personal and organisational) – I am no good with numbers – No one ever listens to what we say – Sales are always down in January – Safety always slows us down

Limiting and Enabling Beliefs Reflecting on the impact of limiting beliefs Reframing limiting beliefs (that matter): – Examples that people can try – Help in life away from work

Explanatory Style The influence of explanatory style or ‘self-talk’ Ways to identify and control it – In yourself – In others

Explanatory Style People explain things to themselves and others along three dimensions:  PERSONAL – how much of this was due to me?  PERMANANT – how long will the impact last?  PERVASIVE – what else will this affect?

Explanatory Style globalises failure eternalises failure good will not last good in one aspect only good caused by luck isolates failure temporises failure good will last good all round good caused by them Pessimistic ES Optimistic ES

Explanatory Style - Optimism and Pessimism Shaping your self-talk In Response to Good Events: OPTIMIST’S SELF TALK  Personal – “I caused it”  Permanent – “It will last – this will endure”  Pervasive – “It will help everything I do” “Everything will go well now” PESSIMIST’S SELF TALK  Personal – “I had little to do with it”  Permanent – “It will pass”, “It won’t last”  Pervasive – “Nothing much will change”, “Everything else is bad” In Response to Bad Events: OPTIMIST’S SELF TALK  Personal – “I’m only responsible for part of it”  Permanent – “It will pass”  Pervasive – “This only affects me in one area” “It’s not like me to have this problem” PESSIMIST’S SELF TALK  Personal – “I caused it”  Permanent – “It will last forever”, “This always happens”  Pervasive – “This affects every area of my life”

Affirmations Their role in supporting enabling beliefs Stated as already done – ‘present state’ Using absolutes so there is no alternative Avoid using ‘will’ or ‘try’ States what is wanted, not what is to be avoided Language around explaining when experiences don’t match the affirmed state

“I always make four-foot putts.” J. Nicklaus

Affirmations Their role in supporting enabling beliefs Stated as already done – ‘present state’ Using absolutes so there is no alternative Avoid using ‘will’ or ‘try’ States what is wanted, not what is to be avoided Language around explaining when experiences don’t match the affirmed state

Outcomes Reduced fatal crashes by 59% Reduced severe crashes by over 50% Reduced fatigue - related crashes by 27% Reduced preventable crashes by more than 12% year on year

Outcomes Transferrable benefits beyond safety: – $24m in productivity savings – Daily customer contacts up by 600% – Loads per day up by 27% – Reduced carbon emissions by approx. 544,311 tonnes per annum – Experienced driver hires 100% from 37%

Thank You