How to Overcome Habituation in Hazard Identification

How to Overcome Habituation in Hazard Identification

Why Is Hazard Identification So Challenging?

If it were simple, we would have already uncovered the hazards in our work environments and consistently recognized new ones as they develop. Yet we don’t—and it isn’t because we’ve failed. Many factors make hazard identification difficult, including:
  • We become absorbed in solving yesterday’s problems and lack time to proactively look for tomorrow’s.
  • We may feel uncertain about what constitutes a hazard and fear being wrong when speaking up.
  • Organizational culture may discourage uncovering more issues, leading to an “Ostrich Effect” where unpleasant information is avoided.
  • And at times, we simply no longer see the environment around us because it has become so familiar.

Can this really be true? Can we become so accustomed to our surroundings that we stop noticing important details? The answer is yes. This phenomenon is known as habituation, and it affects how we see, interpret what we see, and respond to the world around us.

Common examples include:

  • Not hearing café background music after sitting for several minutes.
  • No longer smelling strong odors that remain present.
  • Experiencing a muted sense of taste with familiar spicy foods.
  • Forgetting the feeling of a watch or jewelry shortly after putting it on.
  • And in the workplace, failing to notice a missing machine guard or clutter left on a platform because it has blended into the background.

The Science Behind Missing Hazards

Habituation occurs because our brains respond less to repeated stimuli; what doesn’t change gets filtered out. Our attention is naturally drawn to movement, changes, and new objects—signals that may indicate potential threats. When something becomes routine, the brain downgrades its importance, and we may literally no longer see hazards that could cause harm.

This matters because, for sighted individuals, visual information accounts for roughly 90% of the data the brain processes. If we aren’t responding to what’s in front of us, we risk overlooking conditions that can lead to incidents. In high‑risk environments, workers can become so accustomed to recurring hazards that they underestimate risk, especially when nothing bad has happened over time. The absence of negative outcomes can create a false sense of safety.

So how do we interrupt habituation and see our work anew again? Several approaches can help:

COVE visual literacy eye

Fresh Eyes – Bring in individuals from other areas who are unfamiliar with the workspace. Compare what they see with what you see—it often reveals what familiarity has filtered out.

change your environment

Change the Environment – Modify the physical space by moving equipment when possible, updating colors, or refreshing signage. Even small changes can reactivate attention and shift perception.

 visual literacy tools

Visual Literacy as a Solution – Teach systematic tools and techniques that help people see with structure and discipline rather than relying on automatic, biased visual processing. Visual Literacy builds awareness of how we interpret what we see and equips us to recognize when habituation may be at play.

Seeing Differently

Education in Visual Literacy strengthens the competency to see, interpret, and respond with intentionality. When we learn to see differently, we uncover new insights, recognize hidden hazards, and sometimes discover solutions in unexpected places. Applying these tools—originally developed in the arts—creates powerful new ways to counter habituation and enhance hazard identification across all types of work environments.

Take this quick assessment to see how well you are overcoming habituation in your hazard ddentification efforts. 

Doug Pontsler

Doug is Chairman and Managing Director for COVE, the Center of Visual Expertise. Launched in 2018 by the Toledo Museum of Art, COVE is dedicated to the application of visual literacy for industrial and service applications with an emphasis on safety. In this leadership role he is responsible for all aspects of the enterprise including thought leadership, product development and client satisfaction. Prior to his current role, Doug was the former vice president of operations sustainability and EHS for Owens Corning. He joined Owens Corning in 2002 and held leadership positions including director of corporate services and vice president of global sourcing. Doug also served as a member of the National Safety Council Board of Directors and as the Chairman of the Campbell Institute at the National Safety Council. He is a recipient of NSC’s 2019 Distinguished Service to Safety Award. Follow Doug on LinkedIn
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