Case Studies
Do you have complex systems?
Do you have complex systems?
Do you have complex systems?
In this case study we share how genuine collaboration can lead to improvements in change management and workplace engagement.
Are you trying Safety II?
Do you have complex systems?
Do you have complex systems?
Discover how we support companies make the transition to Safety II and implement learning teams.
Management of Change
Removing complexity
Bespoke Safety Group were engaged to assist Senex Energy with their Management of Change (MoC) process. At the outset it was quickly established that the current MOC process was complex, no longer aligned with the company structure and personnel found it hard to implement consistently.
Understanding why people found the existing MoC system hard to implement was crucial. At Bespoke Safety we ensure our solutions are tailored to the culture and we listen to those doing work to ensure challenges are understood and solutions are tested before final deployment. In this project, running carefully crafted workshops with key stakeholders created a psychologically safe space for people to share their experiences.
Going digital was seen as the obvious next step, however, there was apprehension about getting an off-the-shelf solution, these are traditionally very complex and only focus on technical and engineering change. This would not gel well with the agile, fast-paced culture of the Company. Bespoke Safety Group worked with a software provider to develop a tailor-made software solution that supports integration with the incident and action management process. Sarah applied her collaboration skills and acted as the link between understanding the company's needs and translating that into a software solution that was intuitive and maintained its core purpose. Bespoke Safety Group developed training that aligned with how each team interfaces with MoC and the various ways people feel comfortable learning.
The new view
The MoC system is now a risk-focused consultation and empowerment tool, with total transparency in one easy-to-access location. It contributes to improved safety outcomes:
- People outside of Engineering are engaged in the MoC system, this has increased the level of understanding regarding company risks and enabcapacity for better change management
- There has been a 600% uplift in engagement with the system in just 12 months
- MoC approval is directly linked to risk and it is hard-wired into the digital platform
- The live MOC Dashboard enables governance of the MoC System
- Those making decisions can more easily access information that impacts safety, efficiency and productivity.
Moving Towards Safety Differently
Embedding learning teams
Embedding a new approach does not happen over night, and it is often reliant on a passionate individual. At the 2024 Global Safety Innovation Summit held in Australia, Bespoke Safety Group heard many organisations share that when a 'Safety II' change champion left the team or company, the old safety view returns. The Safety I approach is deeply embedded following decades of practice so sustained change is not going to be achieved over night. Bespoke Safety Groups view is that by integrating the new view into our system and supporting leaders transition to a new set of skills we reduce the gap between the ‘blue line’ and ‘black line’ of our safety work.
Bespoke Safety Group has supported several organisation with learning teams which cover a variety of topics including vehicle incidents, market trading events and landholder complaints. Recently, Bespoke Safety Group worked alongside a large Qld based Power Station Operator to support their HSE team and site leaders find ways to integrate the new view in a systematic way. Sarah provided team coaching which included time for debate to explore the contemporary safety concepts and challenge current thinking. Sarah also co-facilitated learning teams with internal resources to build confidence in the application of a learning team and help develop sustainable change.
Bespoke Safety Group also assess the safety management system to identify opportunities to integrate the new approach, such as softening system language that decouples traditional links to a ‘Safety I’ approach, these included updating Investigation Report Templates, removing reliance on Safety I language and developing tools that easily and consistently capture the outcome of learning teams. These may seem like small steps, but they aim to overcome the reliance on key individuals driving and owning the change.
What has changed?
We have relied on the concepts of Swiss Cheese, Systems Thinking, and Human Error Mechanisms since the 1990's. Over the years there have been small developments in these approaches and we have tweaked how we practice safety along the way.
In the last 10 years the 'Safety II' concept was introduced by Eric Hollengal, it has continued to develop and new terms like 'Safety Differently' by Sidney Dekker are becoming more common.
These theories are developing a ground breaking shift in global approaches to safety that Bespoke Safety has not seen in over 25 years. Key to these concepts is that 'workers are not the problem - they are in fact problem solvers'. This is where the concept of learning teams aligns with Safety II/Safety Differently. A learning team approach empowers the frontline to share how work is really done and develop solutions.
