Culture is like the wind. It is invisible, yet its effect can be seen and felt. When it is blowing in your direction, it makes for smooth sailing. When it is blowing against you, everything is more difficult.
Many organisations have tried to cultivate a safeguarding culture whereby those who work for the organisation and engage with the organisation, feel safe respected and included i.e. no harm is done against them. To move from policy and procedures to something that achieves changes in mindsets and behaviour – something that becomes a way of being, part of the organisation’s DNA.
Could behavioural psychology such as the points below help organisations create the organisation they wish to see.
f) Ensuring that staff know what needs changing and why
g) Developing the talent and skills of staff – they must have the capacity to carry out and embed the change required.
h) Reinforce the change with formal mechanisms because systems must be in alignment with the new behaviour.
i) Advocacy – Ensure all understand and are convinced of the need to change. But also education external stake holders. Allow challenge and utilise those voices
j) Role model the change, ensure managers own their responsibility and are visible and vocal in their commitment to the change.
This article explores what is needed to cultivate a culture and particularly one of safeguarding ensuring it becomes part of the DNA.
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