According to the Health and Safety Executive’s provisional figures for British workplaces in 2022-23, construction has again topped the fatal workplace injury list.
The construction industry is essential for development, yet it is clear it still faces significant challenges related to safety, with fatalities being a persistent concern.
The understanding of the role of cognitive biases in decision-making within the construction sector is growing and below I look at various aspects of safety management in the industry and the impact biases may have.
Biases and their risks in construction
Construction sites are dynamic environments with numerous hazards, and the consequences of biased decision-making can lead to accidents, injuries, and fatalities. Here I set out a few key areas where cognitive biases can impact health and safety in the construction industry:
Risk Perception and Assessment
- Overconfidence Bias (leads individuals to overestimate their abilities and knowledge): Workers and supervisors may overestimate their own abilities or the safety measures in place, leading to a reduced perception of risk.For example: A heavy equipment operator who has years of experience might become overconfident in their abilities. This overconfidence may lead them to operate machinery at higher speeds or take unnecessary risks, increasing the likelihood of accidents or equipment malfunctions.
- Optimism Bias (the tendency to overestimate the likelihood of positive events and underestimate the likelihood of negative events):For example: A project manager may be overly optimistic about the effectiveness of safety communication, assuming that all team members fully comprehend and follow safety protocols. This can lead to miscommunications, misunderstandings, and an increased risk of accidents.
- Confirmation Bias (tendency of people to favour information that confirms or strengthens their existing beliefs or values):For example: Following a safety incident, a construction team may investigate the root causes. If there is a pre-existing belief about the primary cause, team members may focus on information that confirms this belief while neglecting alternative explanations. This confirmation bias can hinder a thorough understanding of the incident and prevent the implementation of effective preventive measures.
- Availability Heuristic (describes the mental shortcut where we make decisions based on emotional cues, familiar facts, and vivid images that leave an easily recalled impression in our minds):For example: Where there is extensive media coverage of a particular construction-related incident, decision-makers may be influenced by the vividness and prominence of that information. This availability heuristic can lead to overestimating the frequency or severity of specific risks highlighted in the media, potentially diverting attention from other critical safety concerns.
Decision-Making in Time Constraints
- Anchoring Bias (causes us to rely too heavily on information that we?received early in the decision-making process):For example: The first suggested material for a construction project may create an anchor for subsequent material selection decisions. Decision-makers may be biased toward the initial suggestion, overlooking alternative materials that may be safer, more durable, or more cost-effective.
- Sunk Cost Fallacy (the phenomenon?whereby?a person is?reluctant?to?abandon?a strategy or course of action because they have?invested?heavily in it, even when abandonment?would be more beneficial):For example: If construction equipment starts showing signs of wear and tear, decision-makers may hesitate to invest in new equipment due to the substantial sunk costs in the existing machinery. The sunk cost fallacy can lead to neglecting necessary upgrades, potentially compromising safety and efficiency.
- Groupthink (group members prioritise consensus and conformity over critical thinking, often leading to flawed decision-making):For example: If a construction project manager makes a safety-related decision, team members may be hesitant to challenge the decision due to the perceived authority of the manager.
- Dunning-Kruger Effect (where people with limited competence in a particular domain overestimate?their abilities):For example: An inexperienced safety officer might overestimate their ability to conduct thorough risk assessments. This overconfidence can result in the omission of critical hazards from assessments, leading to inadequate safety measures.
Training and Skill Development
- Illusion of Control (Overestimating one's ability to control a situation):For example: A project team with an illusion of control may not adequately plan for unexpected events or changes in project conditions. This lack of contingency planning can lead to increased risks and disruptions when unforeseen challenges arise.
- Status quo Bias (Resistance to change or an inclination to maintain existing procedures, even when safer alternatives are available)For example: A construction company may stick to traditional training methods and curriculum, resisting updates to incorporate new safety practices or emerging technologies. This status quo bias can result in workers being inadequately prepared for evolving safety challenges.
Can we do anything about it?
Everyone is susceptible to biases because the brain looks to process information as easily as possible and they offer shortcuts, essentially offering a ‘path of least resistance’.
Adopting a more analytical or evidence-based process for decision making can help as can the adoption of the converse or opposite point of view on a situation. Diversity and the process of recognising and embracing the different perspectives, experiences, and insights that individuals from diverse backgrounds bring to the table can also be key in improving decision-making.
To mitigate the impact of cognitive biases in the construction industry, it is worth considering implementing a few targeted interventions, including:
- Awareness and Training Programs: Providing comprehensive training to construction professionals to recognize and counteract cognitive biases.
- Decision Support Systems: Implementing technologies that assist in objective decision-making, reducing the influence of biases.
- Safety Culture Development: Fostering a culture that encourages open communication, learning from mistakes, and a commitment to continuous improvement in safety practices.
Industry Collaboration and benchmarking between industry stakeholders can also help engage the wider and contrasting opinions that are necessary to address cognitive biases.
?Finally, encouraging proactive measures to integrate cognitive bias awareness into safety protocols, such as adopting Linear Sequential Unmasking or at least adopting a more analytical or ‘helicopter view’ standpoint will help foster a culture of continuous improvement.
?However difficult it might be, addressing cognitive biases in the construction industry will enhance its safety measures and reduce the likelihood of accidents, ultimately reducing the number of fatalities in the industry.
Through comprehensively addressing cognitive biases, the construction industry can become an industry leader, paving the way for safer working environments, reducing fatalities and enhancing overall safety performance.
David J Pearson is a Chartered Safety and Health Professional, Fellow of the Chartered Management Institute and Managing Director of Premier Partnership.
