Break the silo effect: Working together on social safety
Month: February 2025
Within organisations that work on social safety and the approach to concerning behaviour, we see a persistent problem: the silo effect. Departments operate in isolation; communication stagnates and sharing crucial information with the right parties is neglected.
The silo effect is one of the biggest mistakes that is made, which also causes fragments of important information to be scattered throughout the organisation in the event of serious incidents such as violent attacks. There is no one who can bring all the fragments together and form a complete picture. There is a lack of proper insight and a complete overview of the situation and it is impossible to intervene adequately or in a timely manner.
Social safety and concerning behaviour in the workplace require an integrated approach. How do we break through these barriers and build a culture in which everyone feels safe?
What is the silo effect?
This effect occurs when departments or teams within an organisation are primarily internally focused and see all kinds of legal, administrative and organisational limitations, which then prevent them from sharing important information. Information that can contribute to solving a problem, a better assessment of the risk profile or to taking adequate safety measures and a more efficient approach.
Sometimes people are guided by fear of the consequences if, for example, information about employees is shared, but there is often still ignorance about what may and may not be shared. There is often much more allowed than is perceived.
Also, a well-known phenomenon is that certain departments in an organisation overestimate their own role or expertise in tackling a case and underestimate the expertise and relevance of involvement of other expertise or departments. This hinders cooperation and leads to inefficiency, misunderstandings and sometimes even dangerous situations. This is disastrous for social safety and it has a negative impact on the organisational culture. Preventing and addressing undesirable behaviour requires cooperation, trust in each other and is a shared effort.
Social safety requires cooperation
Social safety is therefore not subject to just the HR department, nor an exclusive task of managers, nor just a task of the safety department or legal affairs. Closer cooperation between these silos when it comes to social safety and concerning behaviour is strongly recommended.
It is therefore a shared responsibility in which policy, clear agreements on the approach, training and culture development go hand in hand. An example: a company with a ‘zero tolerance’ policy for transgressive behaviour has various reporting channels, but employees do not know who they can contact, or they do not dare to do so. HR, safety affairs or the confidential advisor see few reports and think that they have a complete picture of the social safety issues. Practical experience shows that this is a misconception. International studies also show time and again that organisations only know a fraction of what is really going on in the workplace. Employees who should report, experience major barriers. Without cooperation between the above-mentioned silos, a false sense of security also arises.
How do you break down the silos?
- Create shared goals – Make social safety an organisation-wide theme and link it to strategic objectives.
- Strengthen leadership – Leaders must set a good example by encouraging collaboration and openness.
- Provide structural dialogue – Facilitate discussions between departments and ensure a shared understanding of challenges and solutions.
- Use training as a bridge – Organise joint training sessions in which different teams work together and learn from each other.
- Make social safety measurable – Share insights from reports and investigations so that every department takes responsibility and contributes to improvements.
- Ensure a healthy organisational culture.
DANTES helps organisations with change.
At DANTES, we guide companies in breaking down silos and strengthening social safety. We do this by making leaders and teams aware of their role and providing them with specific tools and training. Organisations that invest in integrated collaboration reap the benefits of a safe and resilient work culture.
If you would like more information on the above, please feel free to contact us.
Inge Nijenhuis
Why is the willingness to report incidents so low?
Month: February 2025
Less than a quarter of all violent incidents in the Netherlands are reported to authorities, according to research by the Dutch Central Bureau of Statistics. Not only is this concerning, but it also shows that we have a major problem with so-called ‘dark numbers’ – incidents of physical or psychological violence that are never reported to the authorities that could provide protection, help and tackle the perpetrator’s behaviour. Some examples of psychological violence are intimidation, threats, stalking, false accusations and constant complaining.
This low willingness to report is not only seen in society, but also within organisations such as schools and companies. The message is clear: we do not have a good insight into the true extent and severity of social insecurity within our organisations. This is a big problem because without reporting, there is no action and without action, there will be no change. As for the perpetrators: they receive the message that the chance that they will be confronted, arrested and punished is not that great. The perpetrators have even less incentive to stop their violence.
Why do victims report so seldom?
An outsider might wonder why someone who becomes a victim does not immediately contact a manager, security department, HR employee or the police. There are several psychological, social and organisational reasons why victims often do not take the step to report:
- Doubt about their own experience – Victims wonder whether they are overreacting, or if they are misinterpreting what happened to them and that others will accuse them of exaggerating.
- Rationalisation and minimisation – Victims may reason that the perpetrator did not mean it in such a bad way or that the behaviour was “awkward” but not malicious. Another drawback is that what the perpetrator has done is 'not that serious'.
- Pity – In our practical experience, victims sometimes indicate that they do not want the perpetrator to deserve the punishment and other consequences of a report. We hear others say that the perpetrator's violence is understandable because that person has all kinds of problems or shortcomings or is going through a difficult time.
- Shame – Social norms and stigmas can make victims feel ashamed and prefer to keep quiet about the incident.
- Fear of repercussions – Fear of negative consequences, such as conflict with colleagues, job loss, study delay, or a negative evaluation are all thoughts that can make a victim reluctant to report.
- Fear of escalation – In some cases, victims fear that the perpetrator will become more dangerous if a report becomes known. For example, in stalking cases, we see that the victim is afraid of escalation of violence if a report or complaint is filed. In many cases, we find that these are often irrational fears. It should be noted, that in many stalking cases, the police will be reluctant to arrest the perpetrator. However, if an arrest is considered, the perpetrator will ultimately retain many freedoms.
- Lack of confidence in the organisation – Victims believe that the organisation does not have the knowledge, skills or capacity to intervene effectively.
- Unfamiliarity with reporting procedures – Research, recently conducted among medical students, shows that a significant proportion of staff members in an organisation do not know where and how to report.
What can organisations do?
Organisations can take specific steps to increase willingness to report:
- A central and easy-to-find reporting point where experts are ready to listen to the reporter's story and record a report accordingly.
- Raise awareness of your existing reporting centre.
- Make the existence of a professional reporting centre known within the organisation. Describe the expertise and experience of the reporting centre employees.
- If there are multiple reporting points in your organisation, reduce this to as few as possible, preferably one.
- Ensure and communicate that the reporting centre does not just listen to the story and refer, but it is operational and will take active action after a thorough assessment of the report and that it has the resources and capabilities to get to work and tackle the matter.
- People who indicate that they want to report but only want to do so anonymously should not be rejected but instead invited for a conversation. Let the person consult with a social safety expert from the reporting centre. Discuss the reporter's reasons for wanting to report anonymously. Discuss the fears of the potential reporter and make a rational assessment of the actual risks. If the expert assessment is that risks will still arise if reporting is done, then look at possibilities to protect the reporter.
- Build an organisational culture where it is safe to discuss concerns, fears and doubts. Encourage openness and make managers and employees more aware of social safety and transgressive behaviour in the workplace.
- Make the reporting procedure accessible. Do not scare people off with complicated policy documents, registration forms, declarations of consent and all kinds of legal explanations of matters.
- Provide the potential reporter with a telephone number, email address and above all, a physical reporting point where it is possible to have a confidential conversation with an expert in a safe environment.
- Make it clear to potential reporters that it is also possible to first have an exploratory or advisory meeting, after which an official report can be considered.
How can DANTES help?
DANTES supports and advises companies and organisations in encouraging willingness to report and creating a safe reporting culture. We do this through:
- Trainings and workshops on social security, concerning behaviour and effective reporting procedures.
- Coaching managers to handle reports professionally and carefully.
- Setting up and improving reporting structures within organisations to remove any barriers for victims.
- Establishing and training social safety teams for a simple and accessible approach.
Please contact us if you would like to discuss this topic or learn more about our expertise and options to support you in tackling and combating inappropriate behaviour in the workplace.
Inge Nijenhuis