Americas HSSE Engagement PampT Unconventionals Americas Agenda Item Timeframe Introduction 5 minutes 2 Chronic Unease 60 minutes 3 QampAs 10 minutes CHRONIC UNEASE Lite ID: 662165
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P&T Unconventionals Americas
HSSE Engagement
P&T Unconventionals Americas
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Agenda
Item
Timeframe
Introduction
5 minutes
2. Chronic
Unease
60 minutes
3. Q&As
10 minutesSlide3
CHRONIC UNEASE
Lite2013
P&T Unconventionals Americas
HSSE Systems Improvement TeamSlide4
Agenda
Item
Details
Timeframe
Introduction
What we know about Chronic Unease
Understanding Chronic Unease
7 minutes
10 minutes
Animation
Video
presentation
15 minutes
Discussion
3 Elements of Chronic Unease
& discussion points
15 minutes
4. Review
Putting knowledge into action
Objectives and commitments
13 minutesSlide5
1. Understanding Chronic Unease – What Do We Know
What do we know about Chronic Unease?What words come to mind when we talk about it?Have you seen, read or heard about any Chronic Unease information?
Where to get exposed to Chronic Unease materials?
What?
Where?
Who?
How?Slide6
1. Understanding Chronic Unease
To:
“We haven’t had an incident - what are we overlooking and what else do we need to do?”
Chronic Unease is about preventing complacency. It isn’t a program but it is an important step changing our mindset from:
“We haven’t had an incident, we are doing so well.”Slide7
1. Understanding Chronic Unease – Background & Context
The BP Deepwater Horizon incident in April 2010 was the largest ever deepwater blowout. The loss of life was tragic and the environmental damage was significant.
This led to unprecedented loss in shareholder value, increasing regulation across the industry, and heightened public scrutiny of offshore drilling safety.Slide8
1. Understanding Chronic Unease – Background & Context
In early 2011 we built on and supported our ongoing efforts to improve Process Safety awareness across Shell, and we embarked on the next step in our Goal Zero journey, by:
Strengthening our culture of no complacency Deepening a sense of “Chronic Unease”
Images of global industrial incidents – we don’t own these Slide9
1. Understanding Chronic Unease – Background & Context
There are many incidents and they all share the same theme.There were warning signs and the warning signs were not acted on sufficiently to prevent the incident.
Chronic Unease is about understanding the types of signs and how we process them as individuals.
Images of global industrial incidents – we don’t own these Slide10
1. Understanding Chronic Unease – Developing Reliability
We learned that:
As humans we tend to pay attention to loud
signals.
Sensitivity to weak signals is one of the building blocks of developing a chronic unease mindset
That being alert to “weak signals” is a characteristic of high reliability.Slide11
1. Characteristics of a Goal Zero or Highly Reliable Culture
Life-Saving Rules
Process Safety Focus
HSSE and SP leadership
Road Safety
Contractor HSSE
Worksite Hazard ManagementSlide12
2. Animation PresentationSlide13
3. Discussion – Weak Signals
Weak signals are our CUE to take action.
They are subtle signs which may indicate that some of the barriers intended to prevent an incident are failing or missing.
Weak signals can be observed in equipment, plant operations, human factors …
We all need to be able to identify weak signals and respond strongly
. Slide14
3. Discussion – Weak Signals
Some examples of weak signals:
We see corrosion where we didn't expect it...We might find a pump vibrating in an unusual way...
There's a new employee looking puzzled hunched over a vital piece of equipment...A meter is giving an unexpected reading...
Discussion Points:
What are weak signals that may go unchecked?
How can we ensure we act strongly to weak signals (even if it is a false alarm)? Slide15
3. Discussion – Cognitive Biases
Cognitive biases are a natural tendency where our thinking is influenced by existing mental models, emotion or a lack of rationality.
These biases can affect our perception and interpretation of information, including our:
senses
judgment and
decision makingSlide16
3. Discussion – Cognitive Bias & Signals
Inclined to intervene even if in doubt
Not inclined to intervene -assume there is no problem
Very likely to intervene
Not inclined to intervene -assume there is another explanation
Ambiguous
Clear
“D prime” – d’ (clarity of the signal)
“Beta” -
(subjective bias against assuming information is actually a signal)
Low
High
Increasingly uneasySlide17
3. Discussion – Cognitive Biases
Cognitive bias can then lead to:
Poor risk assessments
Poor operational decisions
Discussion Points:
How do we ensure we make the right challenges at the right time to ensure that:
Risk assessments are not degraded by cognitive biases?
HSE critical operational decisions are not degraded by cognitive biases?Slide18
3. Discussion – Thinking Fast and Slow
Nobel Prize winning psychologist Daniel Kahneman1 uses a model where human thinking is divided into
fast/instinctive and slow/ rational
processes. Most often we are fast thinking, and it works well - most of the time. We have to recognise that when we are thinking like this we are subject to cognitive bias and
jump to conclusions – then look for the facts.When making
HSSE Critical decisions
, perhaps we need to engage our slow thinking rational brain more.
Kahneman, D (2011) “Thinking, Fast and Slow” Farrar, Strauss and GirouxSlide19
3. Discussion – Thinking Fast and Slow
System 1- Fast
Intuitive
Effortless
Emotional
Irrational –subject to bias
Jumps to conclusion
Suppresses ambiguity and doubt
Automatic – always on
“What you see is all there is”
System 2- Slow
Deliberate
Effortful
Rational
Evidence based
Controls and monitors System 1
See ambiguity, experiences doubt
Off unless switched onSlide20
3. Discussion – Thinking Fast and Slow
Understanding and recognizing how we think is an important step in enabling ourselves to thinking correctly at the right time.
Discussion Points:
What are some situations where we naturally make fast thinking decisions and should slow down?
How can we recognize these situations and enable the slow thinking process? Slide21
3. Discussion – Group Exercise
When we are brought face to face with a situation we immediately begin to form thoughts, opinions, and make decisions.
In this exercise we will read a scenario and share what our first “FAST” thoughts are.
Then we’ll work together to think slow, discover what the biases are and what some weak signals could be.Slide22
3. Discussion – Group Exercise
A child suffered moderate burns when his pajamas caught fire as he was playing with matches. The firm that produced the pajamas had not made them adequately fire resistant.Slide23
4. Review - What We Now Understand
Chronic Unease is about recognizing weak signals, taking action when they are observed and always watching for other signals.
This session should have given you the opportunity to deepen your understanding of Chronic Unease and the key aspects:Slide24
4. Review – Putting Knowledge Into Action
Each of us is a leader and has the ability to affect the culture of our workplace. We can have a positive effect by
:
Creating a culture where we are made aware of weak signals
Making effective, timely challenges and interventions on risk assessments and decision makingSlide25
4. Review – The Next Steps
Embedding the mindsetHow we think – not a program!Leadership communications, tours, etc.
Use LFI to provide learning opportunitiesSupport for Businesses
Website http://sww.shell.com/hse/goal_zero/chronic_unease.html
Share good practices and celebrate successesOngoing discussion – at Safety Day & in the field!Slide26
What is
ONE behaviour you will personally change as a result of this engagement session?Slide27
Questions & AnswersSlide28