☆ How can producers create safe, inclusive, and collaborative environments for cast and crew on set? ☆
Introduction
In today's film industry, the creation of safe spaces for cast and crew on set - and throughout all of production - is not merely a desirable goal but now a necessary standard. The role of the producer is central to this goal and is indeed who has the power to create an inclusive and supportive atmosphere from the beginning of pre-production through to watching the final cut’s export. This exegesis seeks to explore the strategies and practices producers can implement to establish safe spaces for cast and crew within a framework and specifically look to queer people and the new wave of filmmakers that proposition a new way of thinking and creating. Drawing on my own experience producing the short student film Bravado which follows two sisters who encounter unsavoury men on a night out, I offer a practical framework in which to understand and address the challenges faced by many individuals in the film industry.
Bravado serves as an example within this realm, navigating and exploring the importance of marginalised – in this case, female – representation both in front of and behind the camera. The film explores themes of harassment and asserting personal agency – both concepts that are relevant and intwined within the discussion of a production space that is safe and uplifting – a space where all voices are heard and realised. Through a close analysis of the producing strategies that shaped Bravado’s on set experience, this exegesis will demonstrate how a conscious and mindful commitment to equity and inclusion can fundamentally shape the film itself. Safe spaces on set furthermore enable a more creatively invested team which in facilitates a more teamwork-driven crew.
Section I will firstly define what “safe” is and examine the concept within the notion of psychological safety. It will then outline why this notion is so important, not only for individuals themselves, but the progression and enlightenment for many communities and cultures. I will then look to how we can go about keeping professional safety protocols current and relevant to the evolving landscape of identities and needs and finally delve into the specific challenges marginalised – queer and femme presenting – individuals face in traditional film settings, such as discrimination, lack of representation, and hostile work environments. Understanding these challenges first allows for more effective identification of strategies to overcome them. I will share observations and experiences from Bravado, where the film's subject matter necessitated a heightened awareness of these issues.
Following this, in Section II, the discussion will shift to the producer's role in ensuring inclusivity and safety. This section will explore the multifaceted responsibilities of a producer, from recruitment to fostering a collaborative culture. This section will outline actionable implementations to the production process that will increase the safety of the workplace. Drawing from my experience on Bravado, I will highlight the active steps taken to ensure that our set was as safe as possible for all. Pre-production strategies are critical in laying the groundwork for a safe and inclusive environment. This section will outline specific measures to take and how to facilitate open discussions about representation and inclusivity, encompassing policies and practices that promote respect and no tolerance for discrimination or harassment. I will share how we cultivated such a culture on the set of Bravado, including the establishment of clear policies and the promotion of a supportive environment. Implementing these strategies played a significant role in setting the tone for a respectful and supportive production process.
Lasly, once this safe space has theoretically been created, Section III will examine how open communication channels are fundamental to maintaining a safe space. This section will emphasise the importance of encouraging feedback and ensuring that all team members feel comfortable voicing concerns. It will then go on to discuss how caring for mental health requires differing practises in post production and demands flexibility. Finally, this section will reflect on a producer's own well being within the context of looking after many others'.
[ I ]
Understanding Safe Spaces
Defining “Safe”
In the context of this exegesis, “safe” encompasses emotional safety, which refers to creating an environment where individuals feel respected, valued, and free to express themselves without fear of judgement, discrimination, or harassment. This term has a particular connection to the queer community, emphasising the creation of spaces accessible and comfortable for those who do not fit within cis-heteronormativity. Emotional safety means creating trust and respect among cast and crew so that people feel comfortable expressing their authentic selves. It requires policies of inclusion, representation, support, and transparency.
The importance of creating and maintaining a safe space on set stems from the critical role cinema plays in shaping societal perceptions. Dubbed a “reflection of society,” film is an art form that holds immense power in influencing how we see the world and each other. The images we consume on screen can shape our beliefs, ideas, and attitudes—especially when it comes to representation. “You can't be what you can't see” (Marian Wright Edelman) deeply resonates with the idea that the way people, events, and ideas are portrayed in cinema directly influences how they are perceived in real life.
As a widely popular medium that transcends cultural and economic divides, cinema remains unrivalled in its dual purpose as an artform and an educational tool. It has the power to depict our world as diverse and complex and beautiful, and has the potential to spark and promote social change. However, movies produced within the mainstream realm such as Hollywood, can make little effort to accurately represent the world beyond that of white America, neglecting marginalised communities — women, people of colour, the queer community and people with disabilities. Such lack of nuance neither is a responsible representation nor reflects the diversity of human experiences and perspectives.
In my work, I strive to challenge those narrow characterisations, exploring the complexities of talented young women as they navigate the world in a culture buoyed by social media and traditional expectations of beauty while enfolded within an entirely patriarchal world view. Far too frequently, marginalised representations are relegated to tropes or tokenistic appearances, narrowing lived experiences into fantasy. Indeed, I am motivated by the challenge to provide authentic, nuanced representations on screen. This commitment to representation starts at the top—what we see on screen is determined by who is behind the camera. Thus, intentionally creating environments where marginalised groups can feel sale to authentically tell their stories is the key to a step towards authentic and even liberating representation.
Traditional film settings often pose challenges such as discrimination, lack of representation, and stereotyping. Creating an inclusive environment is integral to the production of Bravado.
Psychological Safety and Evolving Practises
Psychological safety transcends individual physical well-being to enhances organisation, creativity, and collaboration on set. Empirical evidence shows that when individuals feel that their environment is an emotionally safe one, they are more inclined to engage in creative risk-taking, collaborate more effectively, and therefore can produce superior results. We see this again and again within studies looking at how performance and productivity in the workplace – psychological safety is best for innovation and creativity, showing that a supportive workplace culture can bring out the best in employees.
Psychological safety is essential to optimise performance outcomes and has been investigated through a multiple theoretical frameworks. Emerging from the notion of organisational change, Kurt Lewin (1940) defined a three-stage model—unfreeze, change, refreeze—as being necessary for effecting change in organisations. Lewin lays foundational principles for social psychology and change management and attempts to understand group dynamics in managing social change, distinguishing group behaviour from individual behaviour, and advocating for the study of groups as their own dynamic entity. Lewin's model posits that initiating change requires “unfreezing” an existing way of being by disrupting established norms, followed by implementing new processes or ways of thinking during the “change” phase, and finally “refreezing” to entrench the new practices, therefore establishing a new equilibrium.
Change is then conceptualised as moving between one equilibrium to another, requiring an organised effort to “unfreeze” the current state, disrupt the traditional modes of being and enter through the transition phase, eventually “refreezing” in a new stable state. Interestingly, Schein and Bennis (1965) further highlight the importance of psychological safety during the unfreezing phase as a critical determinant of individuals' readiness to learn. Schein (1993) further explores the anxiety associated with learning and argues that in order to minimise this anxiety, organisational leaders need to create a psychologically safe space for staff in order for the unfreezing process to take place.
Queer Challenges
Queer people face a range of challenges unique to being queer – that being, non normative – both overt and subtle, that impact their sense of safety and creative freedom. One of the main issues queer people face is the lack of representation on set. Queer actors still find themselves pigeonholed into stereotypical roles or expected to perform outdated depictions of queer identities – their experiences and stories reduced to one-dimensional tropes. Furthermore, in this filmic space dominated by heteronormative structures, where their identity is marginalised, queer crew members struggle to find a welcoming environment where they feel their voices are valued.
Most prominently in the form form of microaggressions, inappropriate comments, or even overt hostility, queer people find themselves in a workplace where there is a pressure to conform to traditional gender expectations which creates discomfort. A microaggression is a subtle, often unintentional comment or action that portrays prejudice. These actions are particularly prevalent in environments like the workplace. Microaggressions typically take the form of offhand remarks, insensitive jokes, or interruptions. Stefanczak (2024) and Nadal (2013) discuss the challenges of creating safe spaces for queer individuals, looking specifically into this issue of microaggressions. Stefanczak argues that perpetrators are often unaware of their biases, and indeed this language and actions contribute to an unsafe environment, particularly for queer people, women, and people of colour.
Fox (2010) also examines the difficulties faced by queer employees in specifically advertised “gay-friendly” workplaces, noting that many still encounter threats to their dignity. Based on interviews with over 30 queer workers, Fox identifies strategies they use to protect themselves such as adjusting their identity, and emphasising their professional value to counteract devaluation. Navigating these dynamics while trying to maintain a professional presence is exhausting, and so without adequate support systems in place, it can lead to burnout or a sense of isolation.
[ II ]
The Role of the Producer in Establishing Safety on a Film Set
In traditional film settings, many people encounter challenges on set, highlighting the importance of creating an environment within the workplace that is psychological safe. The lack of a supportive landscape can exacerbate issues such as discrimination, exclusion, and stereotyping, which impede one’s ability to contribute creatively and feel valued.
Bechky (2002) argues that “the success of a film production ultimately depends on the ability of the crew to work together cohesively and efficiently, despite the inherent challenges and stresses of the filmmaking process.” Indeed, a crew members ability to work effectively is significantly hindered when they do not feel respected.
Psychological safety is thus crucial for addressing these challenges. To effectively “unfreeze” existing prejudices and biases, film environments must first disrupt entrenched norms and the practices that marginalise. This process involves firstly understanding what it is that is discriminatory.1 Then, actively confronting these discriminatory practices, revising, and fostering a culture of inclusivity. Finally, embedding new, inclusive practices—analogous to Lewin’s “refreeze” stage—solidifies these changes and establishes a more equitable and supportive environment. Prioritising an environment of psychological safety is important in all phases of this model of change. It is integral in the first stage, recognition, for the individuals being discriminated against so that members feel safe comfortable bringing issues forward. It is further necessary in the transitional phase to so that the ones participating in the discrimination – most of the time unknowingly – feel they have room to learn and grow, free from judgement. Ultimately, creating a psychologically safe space allows individuals to express their identities and perspectives without fear of retribution. Ensuring psychological safety not only facilitates personal well-being but also enhances overall creative collaboration and innovation, allowing all who aspire to, to fully participate in the film industry. This can sometimes be something unrecognisable to those not experiencing the discrimination. Indeed, this first step is a tricky task and at times seemingly impossible to locate – I will tackle how to go about finding this discrimination in Section III – see ‘Feedback Loop.’
Indeed, Hesmondhalgh (2008) speaks to how film workers must handle the emotional demands of their profession, including managing their own emotions and those of others on set. Being a Producer brings another layer of responsibility to this emotional management of others. Hesmondhalgh's exploration of these emotional demands explains the distinction between achieving creative goals and maintaining the well-being of the crew can become a testing balancing act. Indeed, the true test of a producer is in balancing the creation of the perfect shot, adhering to a demanding schedule, and ensuring that the entire crew feels both physically cared for and creatively valued.
To ensure a supportive environment on Bravado, we implemented several actionable steps, beginning of course with the establishment of a zero-tolerance policy for discrimination or harassment. This policy was communicated clearly to all members of the cast and crew, setting the expectation that any form of discrimination or bullying would not be tolerated. I will now outline these steps in this policy creation and how it was circulated below.
Action: Code of Conduct Contract
To ensure that everyone on set understood and adhered to our zero-tolerance policy, we implemented a Code of Conduct. All crew members were required to read and sign this “Code of Conduct” form, which outlined the expectations for respectful behaviour and the consequences of violating the policy. This code was connected to the contact form sent to crew as part of the onboarding process which asked for information such as their name, crediting details, social media, dietary requirements, and contact information. By combining both these aspects into a single form firstly ensured the onboarding process was streamlined and there was no crew member that was accidently left out from accessing and reading the code of conduct. Furthermore, this inadvertently made it clear that adhering to the Code of Conduct was not optional but a fundamental part of the production process, ensuring everyone was on the same page from the outset. This process not only reinforces the importance of maintaining a professional and respectful environment but also establishes a formal record of commitment from each crew member.
Action: Pronouns and Accessibility via Call Sheets and Briefings
Perhaps the only thing more devastating than disregarding the importance of a safe space on set altogether, is blissful unawareness that you’re contributing to an unsafe set. For example, misgendering someone or unintentionally disregarding their identity due to ignorance—rather than malice—can have a profoundly damaging impact, leaving one to feel invalidated. As the crew changes from set to set, the importance of thoughtful planning and communication to prevent such situations is important. A detailed call sheet should include important information like trigger warnings, scene content descriptions, and clear instructions on who to speak to or what to do if anyone feels uncomfortable or overwhelmed. Equally important is listing the pronouns of all cast and crew members, ensuring not only that everyone is respected and acknowledged for who they are, but giving all crew members a chance to understand everyone’s pronouns, so mere ignorant misgendering does not occur.
Additionally, it is helpful for workplaces to normalise introductions where pronouns can be shared. The 1st Assistant Director, Director, and other relevant crew members, should introduce themselves in a morning briefing sharing their name and their pronouns – even if these pronouns could theoretically be assumed. This simple gesture creates an environment where gender diversity is acknowledged and respected, setting a tone of inclusivity for the entire team.
Being misgendered in the workplace is not just a mistake—it can be a deeply hurtful experience that affects one's sense of safety and belonging. Feeling comfortable and respected on set is essential to ensure consistent and competent workflow and allows crew to focus on their work without the added stress of navigating bias or discrimination. By fostering an environment where everyone’s identity can be respected, we ensure that all cast and crew members can contribute their best, knowing they are seen and valued for who they are.
As part of my pre-production process, requesting each crew member's pronouns and any accessibility requirements they wish to share is a structured and essential component of onboarding. This practice ensures that every crew member’s needs and preferences are acknowledged from the beginning, ensuring a respectful and inclusive environment.
Another important practise to implement is a briefing prior to shooting. This briefing should occur after bump in and the arrival of all crew, just before setting up for the first shot has started. During this briefing, I introduce myself using my pronouns and provide an overview of any relevant trigger warnings. This is also an appropriate time to acknowledge the traditional owners and land of Country the crew is filming on that day. I also make it a point to emphasise that stepping away from the set to take a break is not only permissible but encouraged whenever needed. This approach and these inclusion promotes emotional safety and respect and also helps to build a collaborative and supportive atmosphere where all team members can contribute their best work. Respect for individual identities, the land we film on, and crew’s mental health is best nurtured implementing a top down approach. If producers, directors, and department heads advocate through their actions for an inclusive, mindful environment, the entire crew will feel empowered to follow suit.
Troubleshooting: Lack of Compliance
Cultivating a supportive and inclusive set culture requires implementing practical policies that prioritise open communication. While a producer can take extensive precautions to create a secure environment, there is always the possibility that someone might still be harmed. It's essential to prepare for the potential lack of compliance from crew members, with clear policies and plans in place to address any issues that arise and prevent an unsafe environment. The key is ensuring that crew members feel comfortable speaking up if they observe violations of the code of conduct, as many breaches often go unnoticed. When the on-set culture is built to be inclusive and safe, any violations can be seen as lapses of an individual, rather than failures of the broader environment itself. In such cases, the producer must assess how to address the issue—whether it requires replacing a cast or crew member, or if mediation can resolve the situation.
During the production of Bravado, the challenges faced by queer individuals in traditional film settings were starkly illustrated by an incident involving a cast member's refusal to provide their pronouns for our call sheet. The situation underscores the broader industry issue of resistance to acknowledging and accommodating queer identities.
Initially, this cast member's reluctance to share their pronouns created a significant barrier to creating an environment of mutual respect and inclusivity. Their stance highlighted the difficulties in “unfreezing” entrenched attitudes and practices that marginalise queer individuals. Despite our efforts to engage in open dialogue and educate this cast member about the importance of pronouns and respect, we ultimately had to make the decision to remove them from the cast and recast their role. This decision was necessary to maintain a supportive and psychologically safe environment for the rest of the cast and crew.
Indeed, at times a crew or cast member’s technical ability may seem too brilliant to give up for their lack of respect on set. In these instances I suggest, in alignment with Hodge’s (2009) call for film education to integrate collaboration skills into technical training, that the crew member is offered an emotional safety training session. This session would cover empathy, communication, and respect throughout the production process. This approach can help crew navigate the complexities of power dynamics and creative tensions on set.
I believe it very important to give people a chance to grow and learn. While Bravado had to take action in this case, our hope was always to unfreeze these limiting attitudes and move forward with an opportunity for change. Having offered space for reflection and dialogue, but the individual in this case choose not to engage with that opportunity for growth, and it became necessary to take further action.
In the later stages of production, during what Lewin terms “change” and “refreeze,” we were able to create a more participative, establishing inclusivity and collaboration. The new cast and crew embraced our policies of inclusivity, which allowed for more genuine expression and artistry. As such, this validated the importance of psychological safety in breaking through barriers that long-standing pressures within an industry can impose and showed how a dedication to inclusion can have a dual positive impact on individuals and team performance.
In line with Bechky's (2002) claim that a film production’s success hinges on the degree to which it can function as a unit, these policies allowed crew to pursue our common goal collaboratively.
During the production of Bravado, we encouraged continuous feedback and open dialogue between producers, crew, and cast through the morning briefings and over email when call sheets were sent out. This made sure that everyone felt comfortable enough to raise a trouble or any suggestion – or at least know who to speak to.
Action: Designated Crew Role: Emotional Safety Officer
The presence of a designated emotional safety officer or inclusion coordinator on set is another way to ensure emotional safety for the crew. Part of this role involves monitoring the environment and recognising and addressing any discomfort or discrimination to ensure everyone feels physically and psychologically safe.Drawing on Hodson's (2001) concept of viewing workplace experiences through a “dignity lens,” Bravado tried to foster an environment where every individual’s sense of self-worth was respected, particularly those from marginalised groups.
Workplace dignity is the ability to maintain self-worth, respect, and recognition from others. Friedman (2021) goes on to advocate for queer and trans people assessing their own risks, choosing their own mentors, and creating their own spaces that centre themselves.The emotional safety officer, in this context, would be an individual who is not only trained in managing emotional well-being but ideally possesses a personal connection to the film or shares similar experiences with minority crew members, thereby fostering a sense of inclusion and comfort.
Action: Onboarding Cast and Crew for Inclusivity and Authentic Representation
Onboarding a diverse crew is one of the first steps towards shaping a safe, inclusive environment where everyone feels welcomed on set. Through the intentional inclusion of individuals from diverse backgrounds, identities and experiences, the environment on set encompasses a plethora of perspectives that enhances effective nuanced representation and an inviting atmosphere in which each person feels respected and recognised. It also counters homogeneity that can perpetuate exclusion and discrimination. When the onboarding process is set out to prioritise diversity, a foundation for psychological safety and mutual respect is established.
In casting Bravado, I prioritised authentic representation, informed by research that emphasises the importance of marginalised identities in media (Green, 2013) and the necessity of addressing gender disparities within the film industry (Lauzen, 2021; McCarty-Simas, 2020). With a focus on casting femme presenting talent, we aimed to challenge the pervasive underrepresentation of female voices and perspectives in cinema. Drawing on Butler's (2002) analysis of female-centric films and Mulvey's (1975) critique of the male gaze, the production of Bravado recognised the power of authentic representation.
Laura Mulvey first coined the “male gaze,” arguing that traditional Hollywood cinema is deeply rooted in patriarchal structures, which shape how stories are told and how characters, particularly women, are portrayed on screen. The male gaze that is the way visual arts — film in particular — portray women from a masculine, heterosexual perspective. Importantly, female characters in this framework are often the equivalent of two-dimensional cardboard cut-outs to be desired by men, not real people with personalities and ambitions. Mulvey’s argument is that within cinema, the camera takes on a male position, looking at women as mere object of desire. As a result, the complexity of female characters is not just limited, but reductive and sexualised.
In the context of Bravado, these theories informed my approach to casting and producing. By prioritising talent and crew and focusing on authentic representation both in front and behind the camera, I hoped to challenge the traditional narratives shaped by the male gaze. Having a female producer and director was important as it reflected this notion of representation behind the camera being necessary to represent accurately in front of the camera, allowing the narrative to be told through a distinctly female lens. This crew decision was also crucial to ensuring that actors were comfortable. Our leadership not only created an atmosphere of visibility where women felt seen and heard, but also created a safe space that encouraged daring performances. Additionally, the majority of the subsequent crew was femme or gender-diverse, creating a friendly environment for both actors and crew. This diverse and inclusive team helped to shift the power dynamics typically seen on set, empowering the cast and crew to fully embrace their roles - and themselves - without the fear of exploitation or marginalisation.
[ III ]
The Ongoing Challenge: Feedback and Continuous Improvement
The Ongoing Challenge: Feedback and Continuous Improvement
Post Production
The challenge of maintaining mental health and well-being among cast and crew members extends well beyond the filming process. As we move into post-production, new challenges arise—such as sticking to timelines and managing communication over a more extended period, as opposed to the intense, time-sensitive days on set. I found it helpful to remain adaptable in how I approached the workflow during this phase of production and remained understanding of the idea that people will work differently in a less structured environment. Creating space for flexibility was important as the post production team navigated their evolving requirements. Encouraging an open mindset and being receptive to how each team member functions best—whether that involves adjusting work hours or embracing new modes of communication—helped to ensure both productivity and mental well-being.
Feedback Loop
Equally important is ensuring that a feedback loop can remain active. This notion truly becomes an enclosed loop practice that is self sufficient when implemented correctly. As mentioned in Section I, as a single Producer can never have eyes and ears everywhere all the time, and on top of that, may not be privy to certain types of discomfort and discrimination merely by way of not fitting into that marginalised section of society, being open to feedback from crew members is of utmost importance. Having implemented the above actions and created a safe space through an approachable and caring demeanour, Producers can be open to constant communication and feedback regarding the production experience of their crew. Upon receiving any feedback, measures and new policies should be appropriated to effectively acknowledge the feedback and improve. Checking in with crew members and Heads of Department (HODs) weeks after wrapping up production allowed me to identify areas for improvement and reinforced the commitment to safety. These conversations allow crew members to reflect on their experiences and share any feedback they might not have felt comfortable expressing in the heat of the moment.
For example, during the production of Bravado, one HOD on set had difficulty using the comms headsets due to a hearing accessibility issue, which led to frustrations from the crew when communication broke down. After the production wrapped, I learned that the HOD was struggling with overstimulation from the headset, a condition that was not immediately apparent to myself or others in their department. This insight prompted me to implement a section in the crew information form specifically addressing communication accessibility. This part of the form briefly outlined what comms use looked like and the how they work on set, then asks crew members to inform production if certain types of stimulation, like headset use, might be an issue.
The ongoing challenge of feedback and continuous improvement also extends to ensuring that cast and crew members have a space to voice their experiences. In our efforts to create an inclusive environment, thus it is important to not only seek feedback from individuals but also take actionable steps based on that feedback. Creating a culture where feedback is not only welcomed but acted upon reinforces a commitment to building a safe space.
A Producer’s Personal Pressure
Writing this exegesis, months after wrap, I realise how important taking care of one’s own well-being is too. Indeed, leading by example means recognising when it is necessary to take breaks and check in with ourselves. All the aforementioned actions and precautions producers can take to ensure the safest space possible for their cast and crew, along with the already present pressures of leadership, can easily make one focus perhaps too heavily on the well-being of others and in doing so, neglect our own.
It is important to remember that each crew member is an autonomous person. They have the agency to ask for help, to communicate their needs, and to set boundaries when necessary. As producers, our role cannot be to ensure that nothing ever goes wrong and to create a utopia in a world so riddled with privilege— an impossible task—but rather to foster an environment where people feel safe approaching us with concerns, requesting changes, or seeking support when challenges do arise. Ultimately, a producer’s job is to facilitate the production of the film, which encompasses many things, one of them being the creation of a safe space for cast and crew.
Ultimately, continuous improvement is a collective effort, one that relies on open communication, a willingness to adapt, try again when the first trial does not work, and a commitment to striving for every cast and crew member to feel safe, respected, and valued.
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