BASIC PRINCIPLES IN OCCUPATIONAL HYGIENE 职业卫生基本原则 Day 5 第5天

19 – BEHAVIOUR AND CULTURE 19-行为与文化

Impacts of Behaviour in Occupational Hygiene 行为对职业卫生的影响 Worker behaviour has an important influence on exposure to hazardous agents in the workplace. 职工行为对接触工作场所的危险因素有着重要的影响。 Using contaminated tools. 使用污染工具。 Using soiled personal protective equipment (PPE). 使用已污染的个人防护装备（PPE）。 Poor housekeeping, working untidily or not cleaning up after work. 管理不善、工作不整洁、完工后清洁不当 Failing to use PPE properly when needed. 未能在需要的时候适当使用PPE。 Unhygienic behaviour such as failing to remove protective clothing and wash hands before a meal break. 行为不卫生，诸如未能在就餐前脱下防护服、清洁双手。 Failing to switch on a ventilation system. 未能打开通风系统。 Handling a material vigorously instead of carefully. 未能谨慎处理材料。

"Swiss Cheese" model of accident prevention 事故预防的“起司模式” 危险 工程 系统 事故 行为

Motivation and Behaviour Modification 动机和行为矫正 Antecedents - Behaviour - Consequences (A - B - C) model 前因-行为-后果（A - B - C）模式 Antecedents create the initial motivation to act. 前因是行动的初始动机。 Behaviour is the observable act. 行为是可见的行动。 Consequences are what happens after the behaviour. 后果是实施行为后的结果。

Behavioural Intervention 行为干预 A behavioural intervention can be planned in three distinct stages as follows: 行为干预可分为三个阶段，见下文： Motivation: Firstly it is necessary to motivate individuals in order to get them to want to change their behaviour. 1. 激励：激励对象，让对象自发想要改变自己的行为。 Instigation: Once people are motivated they need to be supported to enable them to change behaviour. 2. 支持：一旦对象受到激励，需要对其提供支持，帮助其改变行为。 Maintenance: When a behaviour has been changed efforts need to be made to ensure that it doesn’t revert back. 3. 保持：一旦行为改变后，需要努力保持，确保不会旧病复发。

Health and Safety Culture (1) 健康与安全文化 (1) When a pattern of behaviour becomes widespread in an organisation it can be described as the organisational culture. 如组织中某种行为模式普遍存在，该种行为模式则视为组织文化。 Culture can be a nebulous concept – a simple definition is “how we do things around here”. 文化是模糊的概念，简单来说，就是“我们的行为方式。” Culture defines the unwritten rules of an organisation 文化是组织的不成文规则。 Once a behaviour becomes embedded in the organisation's culture it can be hard to change. 行为一旦构成组织文化，很难更改。

Health and Safety Culture (2) 健康与安全文化 (2) An organisation's culture can be said to be positive for health and safety if it encourages behaviours that minimise incidents and exposure to risk. 如组织文化鼓励尽量减少事故和风险，则该等组织文化有利于健康和安全。 Negative cultures are often characterised by fear and blame, which inhibit reporting of dangerous conditions and inhibit improvement. Employees flout the rules and managers turn a blind eye. 消极文化的常见特点是恐惧和自责，即妨碍危险情况的报告，阻止改善。 消极文化会导致员工藐视规则，管理人员也会视而不见。

An Example of a Culture Maturity Ladder 文化成熟度梯级 Level 1第1级 Negative 消极 Level 2第二级 Directive 指示 Level 3第三级 Engaging 参与 Level 4第4级 Embedded铭记 Level 5 第5级 Excellent 卓越 Next step… 下一步 • Managers set standards 管理人员设置标准 Supervisors monitor compliance 监管人员监督合规性 Focus on following rules 重视遵守规则 Next step…下一步 Managers actively encourage 管理人员积极鼓励 Supervisors involve their team 监管人员要求团队参与 Everyone gets involved 全体参与 EHS improvement becomes integral part of everyday business EHS成为每日事务的一部分 EHS success depends upon each other EHS的成功取决于对方 Everyone consistently demonstrates excellent EHS Behaviours 全体坚持卓越EHS行为 Managers are invisible on EHS 管理人员忽视EHS Supervisors emphasise production 监管人员只看重生产 Many people disregard rules 大多数人忽视规则 Source: GlaxoSmithKline 数据来源：GlaxoSmithKline