At Risk Behaviour in the Just/Accountable Culture of Complaint Handling

handlingcomplaint in culture just and behaviours risk At

1️⃣ Definition 2️⃣ Why is at risk behaviour used. 3️⃣ The psychology of at risk behaviour: 3️⃣.1️⃣ the loud conscious fire alarm. 3️⃣.2️⃣ The muted subconscious fire alarm 4️⃣These behaviors encourage the use of at risk behaviour 5️⃣ Management of at-risk behaviours. 6️⃣ managing at-risk behaviour 7️⃣ What is coaching? 8️⃣ System redesign and rewards. 

1️⃣ Definition. 

At-risk behaviors differ from human errors as they are choices taken by employees. As these employees have acted like this for so long and nothing bad has happened.  They have become desensitised to the possibility of risks so they think they are acting safely.

2️⃣ Why is at risk behaviour used:

if an employee has to deal with time pressures and find work arounds to get the job done or face penalities. Then the use of short cuts that increase the risk but save time is appealing.

3️⃣ The psychology of at risk behaviour:

3️⃣.1️⃣ the loud conscious brain fire alarm

The slow conscious brain has a smoke alarm

Human brains have an internal smoke alarm which is  located in the part of your conscious brain.

The conscious brain operates very slowly to solve more complex problems, deferring to the subconscious brain for all but the most complex problems.

3️⃣.2️⃣ The muted subconscious brain fire alarm

Thus, humans make most decisions subconsciously, formulating choices they do not even realize they are making.  

Our subconscious brain manages about 80% of all human endeavors. It operates automatically and quickly, When you have repeated an action many times, your brain responds subconsciously. As there is no fire alarm in your subconscious brain, you are unaware of the impending fire.  It is only when you are doing something new that you use the conscious brain where the fire alarm of risk is.  So you need to be a new or difficult task to set off the risk fire alarm to make you aware of the possibility that your behaviour may be risky. So in hindsight as you were unaware of the risk and want to avoid the shame of your behaviour, it is easier to justify your choice pretend it was bad luck and/or the risk was to small to predict.

As it would be to exhausting for the fire alarm to ring every time the subconscious brain does something, the fire alarm for all subconscious decisions is set to mute.

4️⃣ These behaviors encourage the use of at risk behaviour

▶️ Successful outcomes reinforce the use of short cuts and 

▶️encourage  others to adopt these habits 

or

 ▶️ Colleagues enable this practice with the use of silence.

 ▶️And once this is common practice, pointing out the risks in these behavioral choices may be criticised.

5️⃣ Management of at-risk behaviours. 

 Admitting that at-risk behaviors exist is messy and taboo, but it is the first crucial step in effectively and justly managing the behavior. 

While it has traditionally been easier to harshly judge these behavioral choices,

 incorrectly label them as reckless conduct, 

and inappropriately discipline all who knowingly violate the rules, 

in a Just Culture, the solution is not to punish those who engage in at-risk behaviours.

6️⃣ managing at-risk behaviour 

▶️removing the barriers to safe behavioral choices, 

▶️removing the rewards for at-risk behaviors, 

▶️and coaching individuals to see the risk associated with their choices. 

7️⃣ What is Just Culture coaching?

Coaching explores the reasons for the behaviour so measures can be put in place to limit them happening again

▶️raise awareness of the risks of this behavior,

risks related to the behavioral choice that

📶were not seen or

📶were misread as being insignificant or

📶Were thought to be justifiable. 

▶️Discuss the importance of making safer behavioral choice in the future. 

▶️Coaching conversations should be part of a daily routine where all share their perceptions of risk with the aim that all staff make safe behavioral choices. 

At-risk behaviors are not usually associated

▶️with a lack of knowledge about the rule, 

but

▶️a lack of awareness of the risk associated with the task or

▶️not following the prescribed process. 

Choosing not to coach at-risk behavior because it is uncomfortable or may not be well received by the individual or group allows the risk to continue unchecked until harm occurs. What is not corrected is condoned. 

8️⃣ System redesign and rewards. 

Addressing at-risk behaviors also requires remedying the system failures and tacit

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