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Changing minds guide Changing Minds A practical guide for behavioural change in the oil and gas industry CA practical guide for behavioural change in the UK oil and gas industry Preface Behaviours and human factors are widely recognised as having an impor

Changing Minds A practical guide for behavioural change in the oil and gas industry CA practical guide for behavioural change in the UK oil and gas industry Preface Behaviours and human factors are widely recognised as having an important e ?ect on accident causation and accident prevention Many researchers have done work to investigate these e ?ects and to develop tools and methods to modify behaviours The Behavioural Issues Task Group was set up to review the large amount of information that is currently available and to provide the industry with practical guidance on how to select and implement suitable programmes In compiling the report the Task Group has reviewed the available research and then developed a model to assist the user through the process of identifying behavioural issues developing action plans implementing corrective actions and evaluating the e ?ectiveness Where there are uncertainties or gaps in the available research the Task Group has exercised its judgement to lead the user from one part of the process to the next This decision was taken to help deliver the practical guidance that is required The views expressed are those of the Task Group It should be noted that the report has been written with a focus on the UK oil and gas industry This has led the task group to make assumptions about the current level of safety development that are considered to be valid for the UK oil and gas industry but may not be valid for other industries or other parts of the world The safety culture maturity model presented in the report should not be seen as a new initiative It is a framework to assist the development of a strategy and plans to address behavioural issues and to help the selection of appropriate interventions Use of the model should help to avoid the introduction or continuation of unnecessary initiatives It must be emphasised that behavioural approaches should not be seen as the panacea for all safety problems Behaviour modi ?cation is not an alternative to sound safety management policies systems and procedures However when these are well established and functioning e ?ectively behaviour modi ?cation can play an important role in achieving further improvements in safety performance Changing behaviours is not easy nor a quick ?x to improve safety performance People need the time and space in their work schedules to be able to work on the changes It will take time for bene ?ts to show through as measurable changes in lagging performance measures We hope that the contents of this report will help and encourage companies to make the changes necessary to improve performance CA practical guide for behavioural change in the UK oil and gas industry Behavioural issues task group members Champion Leader Mike Straughen Facilitator Support Stephen Williams UKOOA OCA IADC OIM Network Elected Safety Representatives Mark Wilkinson Ross Robb Ross Richardson John Smith David Carroll Mick McGurk Graham Stewart Steve Walton Alan Thomson Human Factors psychology input Bob Miles Mark Fleming AMEC