BEHAVIOR DEFINITION AND IMPLEMENTATION GUIDE OF JUST CULTURE

Summary of consequences of safety behaviour

Positive behaviour

Category	Behaviour	Description of behaviour	Consequences to individuals	Consequences to managers of the individuals
Transformation	Outstanding behaviour	Recognising and intervening in a potentially dangerous situation which was overlooked by the Safety management system.	Recognition/Reward at the discretion of line managers, in line with HR policy: Examples: Praise Public recognition Special recognition awards (SRA) Positive performance appraisal Career progression	If this behaviour is displayed by a whole team or regularly by some members of the team their supervisor/ manager should also receive appropriate recognition/ rewards at the discretion of line managers in line with HR policy: Example: Praise Public recognition Special recognition awards (SRA) Positive performance appraisal Career progression
Transformation	Improving the system	Risk identification, planning or risk management has reduced the likelihood of human error or creation of situations that lead to violations. This is characterised by taking a step back to reflect on what is happening and improving on how risks could be better managed	Recognition/Reward at the discretion of line managers, in line with HR policy: Examples: Praise Public recognition Special recognition awards (SRA) Positive performance appraisal Career progression	If this behaviour is displayed by a whole team or regularly by some members of the team their supervisor/ manager should also receive appropriate recognition/ rewards at the discretion of line managers in line with HR policy: Example: Praise Public recognition Special recognition awards (SRA) Positive performance appraisal Career progression
Working the system	Teaching the system	Creating trust, good communication and clear expectations in a team, sharing experience in a way that gives genuine benefits to others.	Recognition/Reward at the discretion of line managers, in line with HR policy: Examples: Praise Public recognition Special recognition awards (SRA) Positive performance appraisal Career progression	If this behaviour is displayed by a whole team or regularly by some members of the team their supervisor/ manager should also receive appropriate recognition/ rewards at the discretion of line managers in line with HR policy: Example: Praise Public recognition Special recognition awards (SRA) Positive performance appraisal Career progression
	Working the system	Doing what is procedure and required for the job.	Recognition from line supervisors and management.	Encouragement and recognition from line managers and senior managers if whole team works this way.

Below expectation behaviour – Unintentional mistakes and system errors

Category	Behaviour	Description of behaviour	Consequences to individuals	Consequences to managers of the individuals
Unintentional mistakes	Human errors	Actions that did not proceed as planned. Mistakes are actions that proceed as planned but do not achieve their desired result.	Coaching on how to spot errors, what influences the occurrence of slips and lapses and the importance of reporting them to aid detection of trends and underlying causes. Competence development/coaching	Category
Unintentional mistakes	Personal routine mistakes	Not the first time this type of error of mistake has been made by one person. Other people in similar situations do not make this error.	Assessment of fitness to work (abilities and suitability for the job): If appropriate, further competence development and coaching If not, consider assigning alternative types of work.	Coaching on fitness to work (Ability to evaluate the capabilities to work of employees)
Unintentional mistakes	Group routine mistakes	Not the first time this type of error or mistake has happened.	Whole team to receive coaching on how to spot errors, what influences the occurrence of slips and lapses and the importance of reporting them to aid detection of trends and underlying causes.	Coaching in Error management and competence management. Performance appraisal affected for not addressing clear problems in own area.
System induced errors	Errors from complicated procedures	A rule or procedure is violated because people were not aware of the rule or did not understand it.	Additional training on procedures where applicable.	Coaching on how to ensure procedures are correct, available and understood. Reviewing current related procedures and make necessary changes to ensure they are correct, available and compact.
System induced errors	Errors from incorrect training or role	An individual or group commit safety errors due to being inappropriately trained or assigned the wrong position.	Assessment of fitness to work (abilities and suitability for the job): If appropriate, further competence development and coaching If not, consider assigning alternative types of work.	Coaching on fitness to work (Ability to evaluate the capabilities to work of employees) Reviewing current recruitment and training process to ensure the situation does not repeat.
System induced errors	Communication errors	An individual or groups make temporary safety errors due to being misinformed or informed incompletely regarding an issue.	Additional training on procedures where applicable.	Reviewing current communication procedures to make sure the situation does not repeat.

Below expectation behaviour – Intentional violations and reckless behaviour

Category	Behaviour	Description of behaviour	Consequences to individuals	Consequences to managers of the individuals
System Induced Intentional violations	Situational violations	A job cannot be done if rules are followed. Instead of stopping the job, an employee or many do the job anyway and the rule is violated.	Coaching on the need to report when rules cannot be followed and to stop the job until it can be done safely. Mild disciplinary action in line with HR practices and guidelines.	Coaching on exercising related regulations within the organisation. If this type of situation has occurred before, performance appraisal is affected for not demonstrating commitment to rule compliance.
System Induced Intentional violations	Organisational-Optimising violation	Employee comitting the violation thought it was better for the company to do it that way. The violation was committed to improve the performance or to please supervisors.	Coaching on the need to report when rules cannot be followed and to stop the job until it can be done safely. Disciplinary action in line with HR practices and guidelines.	Coaching on exercising related regulations within the organisation. Performance appraisal is affected. If this type of violation has occurred before, there should be formal discipline for reckless supervision practices in creating a culture that encourages this behaviour.
System Induced Intentional violations	Group Routine Violation	Other people would have done or do it the same way. Checking for this type of violation can be done by using ‘substitution test’. Substitution test: would a significant proportion of individuals with the same training and experience have acted in the same way under the same circumstances ?	Whole team to receive coaching in exercising related regulations within the organisation.	Performance appraisal may be affected for not being informed about clear problem area. Coaching in exercising related regulations within the organisation. If this is a repeat violation, performance appraisal is further affected for condoning violation and not taking action.
Intentional Violations	Personal Optimising Violation	Employee thought it was better for them personally to do the job a certain way e.g to get longer work break…	Formal discipline. If this has happened before, formal warning process should be followed. Consider anonymous publication of the violation and its consequences for workers and their managers.	Performance appraisal is affected for not becoming informed about clear problem area. Coaching on exercising related regulations within the organisation.. If this is a repeat violation, performance appraisal is further affected for condoning violation and not taking action. The reason for condoning this behaviour should be investigated.
Intentional Violations	Personal routine violation	The individual has a history of violations, disregard for rules and procedures in general, nut just frequent violation of the rules under investigation	Formal discipline. In worst cases, consider dismissal in line with HR policies and guidelines	Coaching on how to recognise individual violators. If this is a repeat violation, performance appraisal is further affected for condoning violation and not taking action. The reason for condoning this behaviour should be investigated.
Reckless behaviour	Reckless violations or criminal acts	The person committing the violation did not think or care about the consequences. Gross negligence can be considered part of the type of violations.	Final warning or immediate removal for willful and reckless violations. In worst cases, criminal proceedings may follow.	Coaching on how to recognise and handle such behaviour earlier.