A Comprehensive Guide to Developing, Rolling Out, Embedding, and Monitoring Strategic Safety in Diverse Organizations

This is the 5th?article in a series of six about the importance of strategic safety in organizations.?

Article 1 – Strategic safety, a key to business survival

Article 2 – The difference and relation between physical, social, and psychological safety

Article 3 – Are you aware of the current state of your strategic safety??

Article 4 – What level of strategic safety should you strive for?

Article 5 – How to develop, rollout, embed and monitor strategic safety in organizations across different national cultures and or locations.

Article 6 – How to adapt strategic safety strategies to changing circumstances.

Strategic management of total safety at the workplace is a key factor for the survival of any organization, society, or community.???

Hence the publication of this article series.?

Sjaak Pappe, co-founder, Coconut Blue | ‘A safe culture first!’?

Article 5 – How to develop, rollout, embed and monitor strategic safety in organizations across different national cultures and or locations.

Unifying Safety Across Cultures:?

A Comprehensive Guide to Developing, Rolling Out, Embedding, and Monitoring Strategic Safety in Diverse Organizations

Building a Culture of Safety, Respect, and Trust that Transcends Borders

Why many safety systems fail

When serious accidents, incidents, unethical or unacceptable behavior happen most of the time only procedures, structures, and systems are assessed and adapted where needed. For example, a new protocol is installed, a new training course is rolled-out or a confidant is appointed. However, very often one notices that the unsafe situation doesn’t change or only for a short period of time. How come? My premise is that dealing with the “hardware” factors of safety is found easier than with the “software” of the minds, behavior, attitude, and beliefs of people in an organization. A lot of safety systems, including the ones stating to deal with culture and people’s behavior, are not really used as they should be. Most of the time they are used as checklists and ticking the box is seen as enough. When organizations do focus on people to improve safety most of the time discussion sessions, briefings and training are used. But one forgets that reverting to old behavior is incredibly easy. The circumstances at the workplace aren’t changed when people return. There is too much belief that people will change the circumstances. They won’t because of culture and certainly many leaders have too much on their minds to deal with it consistently. But still many leaders seriously belief that a new protocol or course will help.?

It won’t. People make or break organizations. Nothing else. Of course, EHS managers, confidants and compliance officers, and other leaders involved in safety install new procedures to improve behavior. But when these new factors are not aligned with people’s norms and values, they will fail to make an impact.?

In this series of six articles, I will share with you my experience on how personalities and cultures predominantly impact (un)safe behavior. This 3rd?article is about the importance of measuring the present situation concerning strategic safety.???????????

The safety and well-being of employees is of utmost importance in any organization. While it is essential to create a culture of safety within the workplace, measuring the level of safety is equally important. Measuring the level of safety in an organization provides a valid and reliable means to assess the effectiveness of safety practices and policies. In contrast, relying solely on employee perceptions can be unreliable and subjective. In this article, we will explore why measuring the level of safety in your organization is more valid than working with perceptions.

Developing, rolling out, embedding, and monitoring strategic safety in organizations across different national cultures or locations requires a thoughtful and comprehensive approach. Safety should be a top priority in any organization, and addressing cultural differences is crucial for ensuring its successful implementation. Here's a step-by-step guide to achieve this:

The comprehensive guide for rolling out strategic safety across culture

Safety is not just a priority; it is a universal value that transcends cultural boundaries. As organizations expand their global footprint, they must consider the unique safety challenges and opportunities that arise when dealing with different national cultures. Developing, rolling out, embedding, and monitoring strategic safety in diverse organizations requires a nuanced and inclusive approach. In this article, we present a comprehensive guide to help organizations create a culture of safety that harmonizes with the richness of diverse cultures worldwide.

1. Understand the Cultural Context:

Conduct a thorough analysis of the different national cultures in which your organization operates or plans to operate. Understand their values, norms, and attitudes towards safety. This step will help you identify potential challenges and opportunities for implementing safety strategies.

To build a robust safety strategy, one must first delve into the cultural fabric of each location. Different national cultures possess distinct attitudes, beliefs, and norms regarding safety. An in-depth analysis of cultural nuances will shed light on potential challenges and allow the organization to tailor its safety initiatives accordingly.

2. Form a Cross-Cultural Safety Team:

Assemble a diverse team with representatives from various national cultures within the organization. This team should include safety experts, human resources, and key stakeholders. Having a culturally diverse team will provide valuable insights and ensure better buy-in for the safety initiatives.

A diverse team composed of safety experts, human resources professionals, and representatives from different cultural backgrounds is essential for developing an effective strategy. This team will provide invaluable insights into cultural perspectives on safety, ensuring that the strategy resonates with all employees across borders.

3. Develop a Common Safety Vision:

In the previous (#4) article I wrote what level of strategic safety organizations should strive for. There is no generic benchmark. Every organization should develop one own benchmark, based on its goals, objectives, strategy, challenges, cultural context, and strengths. Create a clear and compelling safety vision that aligns with the overall organizational goals. Ensure that this vision is communicated effectively across all cultures, considering language and communication preferences. The vision should be translated into visible behavior and detectable attitudes and beliefs.?

A shared vision is the cornerstone of a successful safety culture. The safety vision should be comprehensive, yet adaptable, allowing for cultural variations while upholding the organization's overarching commitment to safety. In other words, what are per cluster of national cultures or locations:

·??????Corporate Key Behavioral Indicators (‘CKBI’)

·??????Local Key Behavioral (‘LKBI’)

4. Adapt Safety Programs:

Tailor safety programs and initiatives to suit each cultural context while maintaining consistency in the overarching safety goals. This may involve adapting training materials, communication styles, and safety protocols to be culturally relevant and sensitive.

5. Cultural Training to create Awareness, Sensitivity, Empathy and Skills:

Offer cultural training to employees and leaders to enhance their understanding of different cultural perspectives on safety. This training should emphasize empathy, respect, and open communication to bridge cultural gaps.

Raising awareness about different cultural perspectives on safety fosters a sense of respect and cooperation among diverse teams.

6. Engage Local Leaders:

Involve local leaders from different national cultures in the design and implementation of safety strategies. Local leaders can act as champions and facilitate the integration of safety practices into local work routines.

Involvement and endorsement from local leaders are pivotal in embedding safety practices within different cultures. Their support will encourage employees to embrace safety as an integral part of their daily routines.

7. Monitor and Measure:

Implement safety metrics and indicators alongside the KBABI’s that can be tracked consistently across all cultures and locations. Regularly monitor safety performance and use the data to identify areas for improvement and celebrate successes.

8. Encourage Reporting and Feedback:

Create a culture of psychological and social safety, where employees feel comfortable reporting safety concerns and providing feedback. Encourage open dialogue about safety issues and ensure that feedback is acted upon promptly. Create a culture where employees feel confident reporting safety concerns and providing feedback without fear of repercussions.

A culture of psychological and social safety is fundamental for any safety strategy.?

9. Continuous Improvement:

Regularly review and update safety strategies based on feedback, emerging best practices, and changes in the organizational and cultural landscape.

Safety is an ever-evolving journey. Regularly review ensures the strategy remains relevant and effective.

10. Share Best Practices:

Facilitate knowledge sharing across different locations and cultures. Encourage the exchange of successful safety practices and initiatives between different teams, locations, and regions.

Sharing practices fosters a collaborative safety culture.

11. Celebrate Cultural Diversity:

Embrace and celebrate the diversity of cultures within the organization. Recognize and appreciate the unique contributions each culture brings to the overall safety culture.

Celebrating promotes a sense of unity and shared responsibility.

12.Reinforce Commitment from Top Management:

Ensure that senior leadership is visibly committed to safety across all cultures. Their support and involvement are critical for the success of any safety initiative.

By leading by example and actively participating in safety initiatives, top management sets the tone for the entire organization.

By applying these continuous activities, an organization can create a strategic safety framework that is inclusive, adaptable, and effective across different national cultures. Remember that promoting safety is an ongoing journey that requires continuous improvement and learning from each cultural context's unique dynamics.

Conclusion

Safety is an irreplaceable cornerstone of any successful organization. Navigating the complexities of different national cultures is the key to developing, rolling out, embedding, and monitoring a strategic safety approach that resonates globally. By recognizing and valuing cultural diversity, fostering cross-cultural understanding, and continuously refining safety practices, organizations can build a culture of safety that transcends borders, ensuring the well-being and success of employees and the organization. Together, let's unite in our commitment to safety and make the world a safer place, one culture at a time.

Sjaak Pappe.

APPENDIX TO THIS ARTICLE:?

A CYCLIC APPROACH TO DEVELOP AND GROW A SAFE CULTURE.?

The comprehensive guide as written in this article provides an overview of the continues activities (‘building blocks’) that need to be done to assure a safe culture. These activities should be part of a cyclic process that ideally is integrated in the daily practices of any organization.?

We at Coconut Blue have developed the following cyclic process that we recommend our clients to implement, facilitated by either internal and or external experts on change, culture, and safety.?

We call this process Culture Based Safety Management (‘CBSM’), and it comprises three frameworks of activities:

·??????CASES Training and Coaching: Cultural Awareness, Sensitivity, Empathy and Skills. The process’ key condition is assuring participants become culturally competent.

·??????SCARA Research: Safe Culture Analysis and Risk Assessment. Key for the change process is insight in and understanding of the safety risks that are embedded in the organizational culture.

·??????OTEMBA Consulting and Facilitating: Organizational Transformation Enabling Mobilization, Breakthrough, and Advancement. ‘Otemba’ is also a Japanese word for a spirited child, or a child that doesn’t always follow the rules. The word ‘Otemba’ is again derived from the Dutch "ontembaar" or ‘untameable’.??And that’s precisely the challenge of humans and safety management:?How to tame the human mind??And the other meaning is that this change process is untamable.??

This is our philosophy when it comes to changing human behavior. Our approach is based on the vision that people should be culturally competent. Risks identified are revealed in what we call the SCARA analysis report. We have developed an approach to analyze the national culture values and organizational culture norms within a team, division, country, or global organization that form a risk for safety. In total we identified around 50 risks.?

Unique to CBSM however is on one hand the insight into the visible part of culture, e.g., symbols, role models, rituals, practices, which are changeable. And on the other hand the insight into the invisible part of culture, e.g., values, beliefs, and attitudes. These invisible parts cannot be changed but do need to be taken into consideration during the change management process. There are different types of analysis. It’s important to make a distinction:

Where you think you are, or Perceived Culture, is about the atmosphere of the organization, the perception, impressions, and feelings regarding the culture. This can be subject to change however with the direct influence of top management or specific occasions.?

Where you really are, or Current Safe Culture, measures the actual cultural values and organizational cultural norms via

???????Indirect questions by which respondents don’t know what we are looking for.

???????A generic organizational and national culture survey in which safety norms and values are hidden in subdimensions.?

Where you'd like to go, or Safe Culture Paradise is also measured and reflects respondents working paradise.??This is essential to know which resistance or support in change can be expected.????

Where you should go, or Strategic Safe Culture is determined in a workshop with key safety stakeholders and visualizes the behavior, attitude and beliefs that are needed to succeed in realizing the safe business goals.????

One needs to detect all 4 types of safety in a culture analysis to get a full picture that is as valid and reliable possible.??

11-Step structured cyclic approach: 12 – 18 months.

Anchoring safety in the culture is a structured, steady, and consistent process:

1.????Create. Craft, tell and communicate a culturally sensitive high quality and accepted story that creates a sense of urgency for change in physical, social, and psychological safety.?

2.????Measure.?Online survey and on-site observations and or (group) interviews to get insight in the current unchangeable cultural values and changeable cultural norms and the paradise cultural norms (respondents’ favorite work environment) and their change readiness. Furthermore, respondents’ demographics and environmental factors that may interfere or limit key behavioral indicators. Generating and presenting the SCARA report: Safe Culture Analysis and Risk Assessment.?

3.????Build.?Create a diverse guiding team to lead and facilitate the process. A diverse guiding team, including external/network people, should have position power, expertise, credibility, and leadership with trust and develop a common goal, objectives, the change strategy and monitoring approach. Part of the team building process will be a cultural awareness training.??

4.????Formulate strategy.?Define what should be the strategic culture to assure future-proof physical, social, and psychological safety aligned with the organizations’ strategy. Define: what behaviors, attitudes and beliefs are key to reach strategic safety? In other words, formulate: the GKBI and LKBI. Sometimes a strategy culture needs adaptation because it’s not (yet) feasible given the current culture. Every organization will have a safety strategy using existing methods and techniques, e.g., the safety culture ladder. In such a case we help formulate what behavior, attitude and beliefs should be developed to get higher up the safety culture ladder.

5.????Formulate gaps.?The next phase is comparing the strategic, current and paradise cultures to define what the gaps are. There will be a strategic gap that shows the differences between the current and strategic culture. The second gap is the difference between the paradise culture and the strategic culture. The latter provides information on where resistance will be biggest and where the motivation lies. Decisions will be made what the key gaps are and their order of importance. Considerations should be what is strategically important and what gaps can be closed with the least effort and biggest impact first??Next?priorities for change will be formulated.

6.????Enlist, plan, and organize change.?The next phase is to decide how change should be organized and monitored. Input on motivators and leadership style will be used to set up the structure for direct and indirect change management, involvement of employees and leading change.?

Search for a volunteer “army” that will develop, roll-out and implement the change initiatives immediately in daily practice. These?volunteer groups will craft so-called work environment changes (‘WECS’), which are based on the concept of nudging or indirect change and a accepted leadership approach (‘ALA’) which is a direct change. We provide the guiding team and volunteer groups with qualitative input on symbols, rituals, structures, systems, leadership style, rewards, sanctions. We organize a change agent training and a legitimate leadership program.?

7.????Assure.?Enable action by removing barriers and empower enabling factors. Structural barriers in leadership and professionals are removed. Changes are installed in systems, job profiles, structures, processes, policies, strategies, leadership. If needed extra skills training, coaching, counselling, and consulting will be organized.

8.????Generate.?Define?short terms wins with high impact and low effort. These wins should provide evidence for change. Reward the volunteer change agents. Invest in fine-tuning. Undermine cynics. Keep leaders on board. Build momentum.

9.???Sustain.?Accelerate change development and growth of results. Consolidate success and roll-out more change. Reduce interdependencies. Install corporate and functionally diverse changes. Organize on a wider scale culture-based project management.

10.?Institute.?Assure all new approaches are anchored in the corporate organizational culture. It comprises: Shared practices, aligned cultural values, replace the old culture, assess results, staff development and succession plans should be in place.

11.?Measure again. After around 1,5 year the SCARA is repeated to assess if all culture change goals and objectives have been met.