An open culture

Developing an open culture within your organisation doesn't happen by accident. Knowing the factors that make a culture more open, and going through a process of implementing these can be one of the most significant ways your organisation can become a safer place for all.

An open culture of vigilance depends on engaging ‘hearts and minds’ from the leadership right across your organisation.  

An open culture can include things like:

• Having leaders that lead by example when it comes to having a willingness and commitment to participate in safeguarding training and abide by the safeguarding policy.
• Providing training and development for all workers, including its leaders on safeguarding.
• Having regular appraisals and access to supervision for all your workers, whether paid or voluntary.
• Having accountability structures in place
• Encouraging open communication and transparency in all interactions between workers at all levels and with community members.
• Encouraging the healthy challenge of working practices by people of all levels within the organisation.
• Having clear thresholds and processes for decision making.
• Having a clear whistleblowing policy and commitment to support people who speak up when they experience or witness poor leadership behaviour.
• Operating within a context of 'respectful uncertainty’ and vigilance.
• The values and mission of the organisation are embedded in the day-to-day actions and behaviours of its people.
• Expected ways of working and codes of conduct are reinforced.
• Organisational culture is regularly discussed at governance and management meetings.
• Being accepting and receptive of external challenge and criticism.

Indicators of closed cultures

Many indicators of closed cultures have also been identified as key factors in the safeguarding failings of many organisations.

One of the primary features of a closed culture is when the hierarchy of leadership becomes so highly controlled or controlling that it becomes impossible for challenge to be raised for fear of consequences. It is in this type of environment where those in positions of trust, responsibility and authority are able to abuse and then find protection, albeit unwittingly by the hierarchical systems in place.

Complex sub-cultures where groups of workers share unhappiness about the organisation among themselves can hinder the development of a healthy culture.