Shared Space (ShS) is the soul of safety. The power lays in paying attention to what happens in-between people and teams, something that is usually overlooked. The quality of the interactions matter. It is a concept that triggers curiosity about one another. It can lead to better integration, sharing across teams and reduce silos. Shared Space generates greater organisational interconnectivity through the powerful benefit of creating a We-identity. The Shared Space influence people’s action, behaviours and willingness to share.

Shared Space is characterised by:
- Working relationships that support trust
- Decrease in power dynamics
- Mutual respect
- Openness; free flow in the sharing of thoughts and ideas
- Individuals expressing views related to their inner thoughts and feelings about a particular issue without fear of recrimination or exclusion
- A more in-depth conversation than just sharing facts
- Dialogue instead of discussion/debate
- Curiosity of different perspectives

Reference: IAEA

The concept of Leadership for Resilience combines state-of-the-art theories and practices of resilience and leadership. Today’s leadership needs to go beyond safety to sustain a safe and viable business. Unexpected situations such as COVID and new demands puts pressure on leaders to foster organisational resilience capabilities. Successful leadership make people and teams able manage complexity in a collaborative way to find solutions and new ways of working. An essential part of this success is due to the quality of these relationships.  Only the people can make systems resilient, that why Leadership for Resilience matters. 

HTO means the interplay between Human, Technical and Organisational Factors. The HTO concept present a way to work with a systemic approach to safety. A systemic approach give a comprehensive and realistic perspective of safety. By adhering to the dynamic, ongoing and non-linear interrelationships resilience can be built.

HTO has several applications for both reactive and proactive measures. For example, integrating an HTO perspective in event investigations or safety analyses help identifying underlying causes and effectively prevent future unwanted events. 

Systemically Evolving Safety (SeS) is a method that systemically and systematically integrates the fundamental safety elements into a tangible six step process. SeS can be used for evolving as a team. Each step is a phase that can be done in various amounts of time. It is a model with flexibility that is suitable for both small teams and large organisations.

The complexity of culture can be explained and simplified by using Edgar Schein's concept Three Levels of Culture (3CL). The three level model facilitates cultural understanding, both in understanding and assessing culture for safety. By learning 3CL, faster enhancement of the culture for safety can be achieved. Sustainable change happens when the basic assumptions are addressed.

Mindful Communication (MiC) means paying attention to how we communicate with each other. It creates awareness of body language, tone and choice of words. Mindful Communication focuses on training the organisation to listen more, as well as the skill to ask explorative and humble questions. It fosters resilience capabilities through a more effective way of communicating.

Co-Creation (CoC) is about creating value that is worth more than what you can create alone. It allows and encourages active involvement from each individual. Ideas are shared and improved together as a unit. Co-creation gives every participant the opportunity to co-shape the desired outcome. Interactive relationships are fostered when everyone contributes with their full intellectual capacity. Sharing perspectives and collaborating leads to flourishing creativity and new ways of thinking.

Evolving Experiences (EE) is a concept based on transforming experiences into knowledge. It opens the door in the pursuance of continuous learning and growth for individuals, teams and organisations. The team becomes centred through a shared understanding from the shared experience. Through action and involvement, individuals and teams anchor knowledge deeply and gain lifelong learning.

Appreciative Inquiry (AI) collaboratively investigates things that are working well, and finds ways to amplify these organisational behaviours. Appreciative Inquiry involves changing the way organisation members talk to create new perspectives and images of the future. When organisations become experts on their potential rather than problems, radical improvements are possible. What you focus on grows.