A Zero Measurement for Effective Change
It is crucial to understand your starting position before embarking on a change process. Dry figures derived from online surveys do not give the full picture of how people experience safety and risk on a day-to-day basis.
Our approach therefore goes beyond just qualitative measurements. Through group discussions, we dig into the organisation’s undercurrent, discover what is really going on, gauge risk awareness, assess the maturity of your organisation’s safety culture and investigate readiness for change.
Want to know where your organisation stands in terms of safety maturity? Find out with our baseline measurement and prepare for effective change in safety culture.
In our baseline measurement, we examine the perceptions of representative focus groups using 12 change themes.
We map the underlying culture, revealing not only the starting position, but also identifying steps for growth. Our analysis uncovers strengths, areas for improvement and the current maturity of the safety culture, allowing you to make targeted improvements to your organisation’s safety.
What do different groups in the organisation feel about safety culture? What are the strengths and areas for improvement? What are the priorities? What is the perceived maturity of the safety culture? What is the willingness to change to get started?
We engage with people from all parts of the organisation to get the most holistic answers to these questions. As a guide, we use the Samurai 4D model and the ‘Batteries of Change’. These then form the basis for clearly and comprehensibly presenting the findings of the culture measurement.
We survey representative subgroups through roundtable discussions, where participants are invited to put all opinions and perceptions on the table. These conversations not only provide valuable quantitative and qualitative insights into the current safety culture, but are also the first step towards increasing employee involvement in initiating a change process.
After the roundtable discussions, Samurai processes all input into a clear analysis, where we not only look at figures, but also at the reasons behind these scores and the perception of the safety culture.
During the analysis, we look for the common thread that explains the current safety culture: Where is the organisation now and why? What are the differences in perception between target groups and why? What group dynamics promote or hinder the safety culture?
This in-depth analysis provides insight into the current culture and the factors that can encourage or hinder growth in safety culture.
We now have a clear picture of the starting position and the possible next steps needed to build a sustainable safety culture.
Following issues have been identified:
