Creating a visible shift in safety performance, leadership and culture.
Why is safety and wellbeing important to us?
Australia is up there with the best in the world with regards to injury and fatality rates – world's best practice, policies, equipment, training, yet people are still hurt at work – WHY? What else can we do, what is missing?
For over a decade, it was the role of Veraison and DataDrivesInsight.com founders Ash and Abby Hunt to provide Critical Incident Response counselling to the many family and workmates of people who had been killed at work. Ash and Abby will forever be changed by this gut-wrenching work and it has fueled a commitment to do whatever they could to prevent workplace injuries and deaths.
At Veraison and DataDrivesInsight.com, we have a deep commitment to assisting individuals, teams and organisations to thrive.
We believe in Evidence Based Practice and use empirical assessment tools to measure the success of all our work. As such, we’ve amassed extensive data across multiple sectors for more than 20 years.
Through partnerships with various universities we have conducted detailed data analysis and have discovered some incredibly important research findings that we’re willing and eager to share. Our intention is that by sharing these findings that it will assist more and more people to perform more effectively and more safely.
What we've learned through this extensive research and years working with leaders, safety reps and frontline workers is that most people are well-intentioned and have a commitment to safety, and they care about their teammates, but it's the 'blind spots' and contradictions that interfere with their ability to achieve their potential as high performing safety leaders.
Understanding these blind spots, and the views that interfere with our ability to reach our potential is what drove the development of the ISA 360 and IASC diagnostics.
Find out why safety & wellbeing is so important to us
The extended Veraison and DataDrivesInsight.com 'family'.
We all have hopes and dreams and important people in our lives that we want to come home to and for that reason, safety and wellbeing is a consideration in everything we do. Driven by a passion to ensure people come home to their families in the same condition as they went to work, enabling them to do all the things they want to do in their life, and preventing workplace injuries and death is at the cornerstone of our work.
VIDEO: Learn more here
Introducing ISA 360...
So what's missing?
Why are people getting hurt?
To find out the answer to "Why are people still getting hurt at work?", we needed a valid and reliable diagnostic that measures Capability and Culture, help understand the Outcomes and the relationship between them.
We needed to make the invisible, visible. In other words, uncover the thoughts, views and beliefs that drive individual and organisational actions and behaviours, and understand the impact and outcomes of this.
The development of such tools allows us to answer the following questions;
1. What impact are my leaders having on safety culture and performance?
2. What capability shift will get the greatest performance shift?
3. Where are my high and low performing teams and what is the culture like?
4. What impact are my leaders having on team culture and engagement?
5. What performance and engagement outcomes are linked to team culture and behaviours?
The ISA 360 Leadership diagnostic is based on the four factors our research shows has an impact on safety performance.
So, what are the most important leadership capabilities needed to have a positive impact on safety performance?
Click to find out more about the 4 Intentional States
4 Intentional States
Our research has indicated that in order to achieve an Integral approach, a Safety Leader needs strong capability in 4 Intentional States;
Commitment - Demonstrating personal commitment to safety AND engaging others in the commitment
Curiosity - Proactively listening to the right people and seeking to understand all perspectives
Caring Actively - Demonstrating genuine care to others and demonstrating the belief that it’s worth looking out for each other
Interconnectedness - Looking systemically to manage hazards, influence change and build overlapping layers of protection
Leaders need to demonstrate all four to achieve their full potential in order to have an extra-ordinary impact on Safety and Performance.
Our analysis has shown that each of the 4 Intentional States have a positive impact on the way staff feel and behave at work.
Click to find out more about leadership performance
We have shown that an improvement in 4 key safety leadership capability areas (known as 'Intentional States') WILL lead to an improvement in workforce behaviour.
Our research has shown that leaders tend to have strengths in Commitment and Caring Actively, but typically lack the ability to effectively demonstrate Curiosity and Interconnectedness, ultimately limiting their leadership potential.
When comparing the top vs. bottom leaders across each Intentional State, we found that their Curiosity and Interconnectedness had a greater impact on engagement.
Given these are the two Intentional States that leaders are typically poor at, the majority of organisations are missing a significant opportunity to transform employee engagement which has a direct impact on safety and performance.
Organisations that develop leaders' Curiosity and Interconnectedness will have the competitive advantage, but first they need leaders to become aware of these gaps i.e. their own blind spots.
We found that most leaders weren’t aware of these gaps (i.e. blind spots) until their colleagues, manager and staff gave them genuine, honest and valid feedback using the ISA 360 tool.
Did you know...
Leaders that performed substantially better in their
ISA 360 resulted in a workforce that were more engaged!
41% of staff felt more valued
59% of staff felt more listened to
57% were more likely to share their ideas and concerns
58% were less avoidant of safety issues
63% felt more confident that changes would result in improved processes
Click to read about the Impact of Leadership on Team Safety Behaviour
Impact of leadership
The top vs. bottom performing leaders as assessed by the ISA 360 demonstrated a significant difference in how their employees behave as a result of their leadership.
Leaders that engage in transformation activities had a significant improvement in leadership impact.
Teams that worked with one of the top 10% performing leaders behaved more positively AND more safely at work, in comparison to those that worked with one of the bottom 10%.
17% more staff, felt safe to stop the job if unsafe?
34% more staff, had confidence in safety processes?
15% more staff, felt empowered?
This is just one part of the picture, so far we've found out how the leadership impacts the team. The next challenge is to understand the team's culture and it's impact on the organisation.
To help understand this we use the Integral Safety model.
What would it mean for you and your organisation to be a thriving and safe organisation?
That is, to be Integral.
Click to find out more about Integral Safety
Integral safety recognises the important roles of both process safety and personal safety.
An 'integral' approach helps to generate the commitment required to establish a common ground in a new model of safety culture and leadership.
Approaches seek to eliminate hazards through analysis, process mapping and organisational learning.
Approaches focus on influencing individual’s mindsets, attitudes and actions either through intrinsic or extrinsic factors so that people work safely and influence others to do so, as well.
The challenge facing organisation’s today is to create a safety approach that engages BOTH process and personal safety. Safety culture is seen as an essential context for sustaining both personal and process safety interventions.
Cultural change comes from two directions – the application of advanced safety practices and deep transformation of values and assumptions, all underpinned by the 4 Intentional States; Commitment, Caring Actively, Curiosity and Interconnectedness.
So, how do you do that?
Measuring safety culture, leadership effectiveness and discovering the 'blind spots'.
Click to find out about the Safety Culture Evolutionary Stages
Safety Culture, it's an evolution
Research shows that safety culture evolution has four stages; Reacting, Conforming, Achieving and Integral.
Groups and organisations will achieve more effective and safe outcomes as they shift towards more of an Integral culture.
The only way they can do this though, is by discovering their blind spots and effectively addressing them. The ISA 360 is specifically and purposefully designed to enable this insight.
Stage 1: Reacting organisations typically experience:
Stage 2: Conforming organisations typically experience:
Stage 3: Achieving organisations typically experience:
Stage 4: Integral organisations typically experience:
Imagine the impact of increasing your Integral culture by 100%
Click to find out the impact of Safety Transformation for one organisation
How safety leadership and productivity transformed an organisation over three years despite significant internal and external disruption
KEY ORGANISATIONAL STATISTICS
Despite “Zero Harm” being their safety objective, safety performance was lagging, workplace injuries were on the rise and productivity was being compromised; and yet they were 100 percent compliant with quality indexes and had very high technical competence among leaders.
The organisation embarked on a Safety Transformation Program (STP) focused on:
The STP was designed to enable the organisation to gain insights into its objectives, capabilities, targets and consequences, while simultaneously realigning personal and organisational values.
An IASC was used to enable a whole-of-organisation analysis of the state of culture, leadership and performance.
Organisations with low Curiosity and Interconnectedness have highly reacting and conforming cultures.
These cultures experience committed and busy leaders who unconsciously create a disempowered and unsafe workforce who resist, ignore or criticise leadership.
The Management Team acknowledged they didn’t know their real views and the impact they were having.
“We didn’t trust the workforce to keep themselves safe, and so we kept working harder to, but on the wrong things in the wrong way. As leaders, we needed to 'let go', and empower the workforce more. I had no idea that my wanting to help and do so much was actually frustrating and disempowering the workforce"
The Management Team and leaders knew they needed a different approach.
Organisations that engage in transformation activities have a significant improvement in performance outcomes. Following three years of the STP, there was a significant shift in culture and performance.
Increased the Achieving and Integral culture led to:
100% of Leaders experiencing Achieving or Integral culture in 2020.
How do I get started?
Combining the ISA 360 and IASC Assessments gives you the full picture
The combination of ISA 360 and IASC enable organisations to shine a light on the individual and collective views/thinking and behaviours/ actions that correlate with visible outcomes such as organisational performance and employee engagement.
ISA 360 is a valid and reliable measure of a leaders strengths and growth areas across the four Intentional States - enabling a leader to get feedback and a chance to see blind spots - a must have for personal growth. Used in conjunction with the IASC, enables transformation of the safety leadership and culture of an organisation.
IASC is an organisational culture assessment that measures current operating culture, safety performance and employee engagement, and enables organisations to see both the visible and invisible factors that are driving current safety performance.
Click to read more about the diagnostics
Here's a little more information on each of the assessment tools;
Reliable and valid 360 degree assessment for individual leaders.
Fully comprehensive organisational assessment survey for discrete teams.
Leadership capability specifically for safety and wellbeing – both self and leadership of others.
Organisational and team culture, safety culture (beliefs and attitudes), collective leadership behaviours, views on the effectiveness of systems, team/frontline capability and employee engagement.
Using feedback from...
Using feedback from...
360 degree feedback - Self, Manager, Peers, Direct Reports and Other.
All members of a discrete team, combined to form an organisation-wide report.
And is completed...
And is completed...
Online on any computer, tablet or device in around 15 mins.
Online on any computer, tablet or device or on paper surveys in around 30 mins.
Each ISA 360 participant receives a comprehensive report and Self Development Guide to support their growth and development
Click for ISA 360 Standard Sample Report
Click for ISA 360 Comprehensive Sample Report
Click for ISA 360 Aggregate Sample Report
Once I know where I'm at, what do we do about it?
How do I create a shift to Integral?
Click to read more about Transformational Approach
Transforming your Safety Culture
Imagine and design your preferred future, then discover the best path to get there.
Our transformational approach below starts with using the diagnostics to get clear on your Current situation and culture.
Then we partner with you to find the best path to your desired or Preferred culture.
Please contact us to find out more.
Get in touch
One of our passionate team members either at Veraison or DataDrivesInsight.com will be happy to answer any questions you have about the ISA 360 or IASC, and would be delighted to discuss your organisation's needs further.
We look forward to hearing from you.
General Manager, Veraison
M: +61 447 817 891 | E: email@example.com
General Manager, DataDrivesInsight.com
M: +61 409 324 692 | E: firstname.lastname@example.org