ABSTRACT
Since back in the 1950s when Heinrich concluded that up to 90 per cent of serious workplace injuries are caused by human behaviour, the figure has remained a constant in most safety books and journal articles. Yet, it’s data that is perhaps less surprising when you consider that almost all accidents involve people.
Whilst robust Safety Management Systems and sound policies and procedures have prevented hundreds and thousands of workplace injuries over the years, many safety teams have found themselves on a performance plateau – and, as a result, have chosen to focus on what they perceive to be the panacea: influencing behaviour.
In this chapter, we’ll explore some of the prevalent research into behaviour, from Skinner’s operant conditioning studies in the 1930s, to the recent popularity of Nudge Theory, in order to provide an overview of how important it is to consider the role of human behaviour in workplace safety.
We’ll discuss ideas to encourage positive action in the workplace and also seek to understand the limits of human behaviour.
