ISA 360 - The Integral Safety Assessment Tool
ISA 360 is an independent and reliable capability assessment that identifies an individual's beliefs, attitudes and behaviours towards safety and wellbeing, and enables transformation of the culture of your organisation.
Not only a measure of process safety capability, ISA 360 provides an integrated assessment of how leaders perform during times of change, how they manage crises, how open they are understanding the views of others, and how they adapt to changing needs in order to achieve outcomes.
The ISA 360 measures how you and others perceive your behaviours and beliefs in the context of four Intentional States that are important in safety leadership.
The purpose of our assessments is to provide a mirror that helps people understand better what factors are driving safety performance, so they can make practical changes and improvements. Our assumption is that you know yourself the best, but that sometimes what you know isn’t clear enough to act upon it. Therefore, our process is designed to highlight some of the factors that are most relevant to safety leadership, culture, and general safety performance. Qualitative feedback can also be captured via open ended questions, to assist in quantifying the feedback and providing clear opportunities for your individual's development, with real and meaningful examples.
Four Intentional States
Purposefulness provides practical guidance and orientation to a person, team or organisation, indicating the direction of change. When people know why they are doing a project or task, they can self-correct when they get off course. Purpose is enacted through shared commitments.
People make commitments to safety explicit and visible, engaging each other in the possibility of, and practices that support everyone going home safe every day. When integrity is broken, it is restored by returning to commitment, rebuilding trust. Leaders engage others to be purposeful, committed, and continuously learning how to improve safe performance.
Care is regard for the intrinsic value of people, actively providing what is needed to support health, safety and wellbeing. Care is personal, connecting with others based on understanding of how it is and what is needed from their perspective. Regard for others creates an environment where people respect each other and build trust and willingness to say what is true.
Caring springs from care for oneself, ensuring one has the capacities and energy to provide real help. It balances a focus on building strengths with a compassionate drive to address gaps in performance and realise potential.
Curiosity creates openness to learning how things actually happen in order to improve safe performance. It includes the capacity to suspend what you know, and actively seek out what you don’t know.
Openness means that people are slow to make judgments or to blame people when things go wrong. Inquiry is kept open as long as possible in order to fully understand what happened and to generate lasting change.
People listen to as many diverse perspectives as possible in the time allowed in order to create a more complete picture.
Allows us to see how things are related, people seek to understand how roles, teams and functions must integrate to optimize the performance of the whole system.
Connecting is increased when people work together to create models of how the system works and then continually updated as new information is revealed. There is a concerted effort to understand how people close to the work understand the work, updating systems to match how work is actually done.
There is work on the right things at the right time with the right people. There is use of highly intentional and focused approaches that leads to operational discipline and maximises the use of all resources to achieve the purpose.
How it works
Leaders participate by completing an online survey about themselves and nominating feedback providers to fill in feedback on their behalf.
Data is collected and processed and each individual is provided with a comprehensive report that outlines current strengths and biggest areas of opportunity or ‘gaps’ in capability.
Because it compares the self view with that of others, it also helps identify potential blindspots in the participants’ capability as well as confirmed strengths.
There are two options;
ISA 360 Comprehensive and ISA 360 Standard
There are two options; ISA 360 Comprehensive and ISA 360 Standard. ISA 360 Comprehensive combines the quantitative results from the online feedback survey (Standard) with additional qualitative questions to further understand the individuals capabilities, and the impact on others.
Following the survey administration and reporting period, an ISA 360 Accredited Practitioner will debrief the results to each leader in a confidential and supportive coaching session and start to identify the ‘view’ that lead to the behaviours identified. By understanding the views that underpin our actions, we have the opportunity to change the results or outcomes.
The ISA 360 process is administered completely online, with reports being provided in either hard or electronic copy. Each participant also receives a comprehensive interactive Self Development Guide coaching resource to aid in their on-going development.
Benefits for your organisation
ISA 360 uses data to drive insights which can transform safety culture, leadership and performance.
It shines a spotlight on the most significant gaps for the individual and organisational leadership capability by understanding the current and desired performance.
ISA 360 will provide your organisation with;
- Independent assessment of leadership capability
- Access to industry benchmarking database
- A targeted approach and increased ROI in leadership development through Aggregate Data Reports.
- Ability to offer support for personal and professional development for participants
According to the data collected 2018-2020, ISA 360 enables;
- 57% more sharing of ideas and concerns
58% less avoidance of safety issues
- 59% better listening
- 63% improved confidence in safety process
- Staff feel 41% more valued
Budget: O&M budget of $110M annually
Location: HO & regionally dispersed, total of 19 sites
Employees: 400 employees
In 2017, Company A’s goal was to transform their safety culture and performance driven by a strong belief that 'Zero Harm' was possible. However, safety performance had plateaued meaning that employees and contractors were being injured at work.
The leadership team were unsure what levers for change would achieve the desired outcome.
Following the Assessment
All teams participated in results debriefing, breakthrough and commitment forums.
Leadership teams undertook group coaching on their commitments, challenged each other to find more integral approaches to issues and connected across the business.
Group coaching with the Safety Team and Safety Reps.
Safety Culture Optimisation Groups (SCOGS) where formed to bring people from across the organisation and different levels together to work on a challenge that helped to shift safety culture.
Annual Safety Summit was utilised to increase understanding of, and commitment to the desired culture (Integral).
Commitment to increasing leadership capability by assessing individual capability and levers for transformation.
240 employees participated in the ISA Organisational Safety Culture Assessment in 2017. This identified that the current culture was a Reacting and Conforming culture and characterised by:
Avoidance of difficult conversations and tolerance of poor/under performance.
Sub-optimal management meetings and similar forums where open and constructive conversations were limited (e.g. ‘fear’ of being shot down).
Leaders feeling like they had to “fight the system” (policies, practices etc).
Learned helplessness in leaders and the workforce.
Achieved Despite Blockers:
Like most organisations, Company A experienced a number of challenges that threatened the success of the STP.
These achievements occurred despite the following challenges:
- Multiple strategic priorities
- External pressures on performance expectations
- Significant organisational restructure
- Changes amongst leadership groups - in particular a change in CEO and entirely new senior leadership team
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.
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%