A responsive learning culture is one where:

4.1 – Individuals in the Creative Industries Workforce – regardless of their role, seniority or employment status – are able to provide and receive feedback around their experience of harmful behaviour and, where appropriate, understand how their experiences may contribute to positive change in the future. They do this by:

• Engaging with opportunities to reflect on their experience of being involved in a concern (whether as someone who has experienced, witnessed, perpetrated or been accused of harmful behaviour) and any feedback they have received.
• Having the option to share their individual perspective and learnings in appropriate forums, without being restricted by the misuse of confidentiality clauses.
• Recognising the importance of reporting issues even after they have moved on from that organisation/production/project (ideally as soon as possible), so that issues are addressed and others can learn from the experience.
• Engaging with opportunities to provide feedback on positive experiences of working environments, to help reinforce good practice.

4.2 – Senior Leaders embed a culture of continuous improvement and monitoring progress. They ensure that action is taken to learn from concerns raised, the impact of these concerns, how they were dealt with, and the impact of any actions taken to deal with them. They can do this by:

• Regularly checking in and gathering feedback – both positive and negative – on the experience of everyone they are working with, as well as those who proactively raise a concern.
• Keeping centralised, confidential records, and monitoring the types of concerns raised, both formal and informal. Senior Leaders use this information to note trends, identify areas to address, and to take appropriate action.
• Reviewing and revising policies and practices, including the use of confidentiality clauses, to ensure they do not inhibit individuals’ ability to contribute to collective learning.
• Ensuring Senior Leaders at the highest level and across the organisation/production/project have regular oversight of feedback, whether from historical or current incidents, and ensure that action is taken to implement learning, monitoring improvements and assessing the impact of any action taken.
• Embracing opportunities to improve, fostering a culture where everyone is supported and empowered to act on learning. They set clear expectations for openness to learning from concerns raised.
• Supporting individuals who are responsible for gathering and acting on feedback, ensuring they are well resourced.
• Fostering trust that feedback will lead to meaningful positive change by regularly talking to their workforce, Managers, other Senior Leaders (including from other creative industries and CIISA where appropriate) about what the organisation/production/project has learnt from feedback received about concerns raised, and how it has used this learning to improve its responses and implement any revised policies and procedures.
• Seeking advice when providing references for individuals whose behaviour may indicate future safeguarding risks.

4.3 – Managers take on board learnings and apply them to their work. They do this by:

• Creating an environment where team members can safely give feedback and share their perspectives on any concerns that have impacted them.
• Reviewing team practices to identify and eliminate potential barriers to openness that may restrict transparency or learning.
• Taking responsibility for addressing any gaps in their own knowledge or experience that might be indicated by feedback, proactively seeking out and taking up learning opportunities.