The neuroscience behind competence, complacency and human factors
Complacency can lead people to do something they know increases the likelihood of mind or eyes not on task. (Image source: Adobe Stock)
At a lively and thought-provoking SafeStart webinar, Larry Wilson, CEO and founder of SafeStart, explained the neuroscience behind complacency, how often it is a contributing factor to incidents, and what techniques and strategies can be employed both at a personal and a company level to combat it
In high-risk environments, incidents rarely happen due to lack of skill; they happen when attention drops and complacency sets in. It is the combination of complacency with serious human factors that causes that causes the majority of serious incidents and fatalities.
The dangers posed by complacency have been recognised throughout history, as illustrated by an old Africa proverb “You only encounter the wild beast on the familiar trail.”
Delving into the two stages of the complacency continuum, Larry Wilson explained how neurological factors mean that it is inevitable that complacency sets in around the time that competence is achieved. And while competence is essential (who would trust an incompetent train driver or incompetent forklift truck driver?), with competence comes complacency, and that complacency can lead to mind not on task, or mind not on risk.
“You might be thinking about driving, but you’re thinking, is it the next right or the second right hand turn? You’re not necessarily thinking about that transport truck that is right beside you,” said Wilson.
At the second stage of complacency, it can start to affect decision making, as illustrated by statements such as “I’ve been doing this job for 20 years and never been hurt yet.”
“Once you get to the first stage of complacency your mind can wander. As soon as you get past the first stage of complacency, you become very susceptible to the active states, the active human factors such as rushing, frustration and fatigue. These can contribute to eyes not on task, mind not on task, line-of- fire, and balance/traction/grip issues, which increase the risk of injury.”
Critical error reduction techniques
Wilson then introduced the critical error reduction techniques to combat complacency which include:
• Self-triggering – It is important to recognise the active states and to self-trigger at this stage. “As soon as you realise you’re rushing, using too many things at one, or feeling frustrated, or feeling tired, you have to quickly think eyes; mind; line of fire; balance/traction/ grip. These are the four critical errors that can hurt you, and normally if you think about those errors, you will be much less likely to make one.” However it is not enough to self-trigger – reinforcement is needed. “It takes 66 repetitions to change those neural pathways,” Wilson noted.
• Good safety habits – These include strategies such as looking out for things that could cause you to lose your balance, traction or grip; looking for line of fire potential; moving your eyes before moving hands, feet, body or car; testing your footing or grip before you commit your weight, etc. Working on these helps to compensate for complacency. Wilson emphasised th e importance of working on one habit at a time, and gradually improving all five habits.
• Analyse close calls and small errors – “Every time you bump and scrape into something ask yourself, why, and think about how it could have been worse. When you contemplate the worse case scenario, it adds a bit more voltage in terms of creating those neural pathways.”
• Look at others for the patterns that increase the risk of injury.
Wilson went on to discuss how critical decisions are influenced or compromised by the four states - rushing, frustration, fatigue and complacency - or a combination of those states, and how they can lead to not following rules, procedures and PPE standards. For example not checking critical pieces of equipment, not using PPE or a device you would normally use or following a safe procedure you would normally do, being overly complacent with other people so you don’t anticipate potential problems, or being complacent enough to do something you know increases the likelihood of mind or eyes not on task, such as driving while on the phone.
He shared the example of a maintenance technician fabricator with 40 years experience, who was cutting off bolts with a grinder, a task he had done many times before. However a colleague had put the bolts on back to front, a source of frustration. The technician was not wearing a face visor, as he normally would, and took a deliberate risk by conducting an unsafe procedure. The grinder kicked back and cut him in the face.
“So for complacency, we need to focus on the critical error reduction techniques for complacency. For the people that are making the exception, we need to get them to self trigger on the states that are causing the exception. And by pointing out the traps that almost everyone falls into, and getting them to think about the states and the critical error reduction techniques, we will get safe behaviour on a voluntary basis. We want to create a culture of voluntary compliance.”
Wilson gave the example of a site in Nigeria which had gone five years without a lost time incident. Particularly impressive had been the staff parking lot, where every single car was voluntarily backed in without any sign instructing this, following sessions with SafeStart.
He went on to recommend tools and techniques companies could take to combat the second stage of complacency, such as ‘rate your state’ activities, toolbox talks, refresher training, near-miss reports etc.
These can be combined with actions people can take on a personal basis, such as using the critical reduction techniques, working on the safety habits, and using tools such as ‘rate your state’ to assess the likelihood of making a critical error.
“For example when you get into the car, ask yourself, ‘How am I doing: am I rushing, feeling frustration, fatigue, complacency?’ And halfway through the drive, ask yourself again.”
“You can’t beat complacency – it’s the way your brain is hardwired,” Wilson concluded. “The key thing is to recognise that you don’t have to let complacency beat you.”
Access the webinar
Keen to learn more? The webinar can be accessed here.
