P&T Unconventionals - PowerPoint Presentation

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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