Speaking up.
WHY IT MATTERS
Problems are known about internally long before they become serious, and they are not reported.
WHAT STOPS PEOPLE REPORTING
Fear of consequences Belief that nothing will happen Not knowing who to tell Loyalty to colleagues Uncertainty about whether it is really wrong
WHAT TO ESTABLISH
A route that is known, usable and safe.
WHAT IT SHOULD PROVIDE
More than one person to approach A route that bypasses the person's manager Confidentiality, so far as possible The option to raise something anonymously A response
WHY BYPASSING THE MANAGER
The manager is frequently the subject of the concern.
WHAT TO PROMISE
That raising a concern in good faith will not result in detriment.
WHAT TO MEAN BY IT
That it is enforced, visibly.
WHY
One person treated badly ends reporting permanently.
WHAT TO DO WHEN A CONCERN IS RAISED
Take it seriously Acknowledge it Establish the facts Act on what is found Tell the person something happened
WHY THAT LAST POINT
Silence after reporting is read as inaction.
WHAT TO PROTECT
The reporter's identity, where confidentiality was offered.
WHAT TO AVOID
Investigating in a way that exposes them Dismissing concerns from junior staff Treating the reporter as the problem
WHAT TO DO ABOUT CONCERNS THAT PROVE UNFOUNDED
Explain the finding.
WHY
Good-faith reports are valuable even when wrong.
WHAT TO ADDRESS SEPARATELY
Malicious false reports.
WHAT TO RECORD
Concerns, handling and outcome.
