Slide 2 Slide 3 How Do You Know? What is Culture to You? Slide 4
Slide 5 Slide 6 HRO Practice #1 Manage the System, Not the Parts
HRO Practice #2 Reduce Variability in HRO System HRO Practice #3
Foster a Strong Culture of Reliability HRO Practice #4 Learn &
Adapt as an Organization Slide 7 To Sustain an HRO HRO Practice #3:
Foster Strong Culture of Reliability Where you want to be
Work-as-Planned Work-as-Done sustain HRO Goal: Align, tighten, and
sustain spectrum of performance. Work-as-Imagined The culture is
not the problem, it is a symptom of the problem. Fix the problem.
Address the organizational set-up factors. Slide 8 Weak safety
culture when misaligned Schein, Organizational Culture and
Leadership, 2004 Underlying Assumptions Values and Beliefs
Behaviors What You Really Feel You Should Do What You Do What You
Say Youre Going To Do Slide 9 Schein, Organizational Culture and
Leadership, 2004 Underlying Assumptions Values and Beliefs
Behaviors Strong and Healthy safety culture when aligned What You
Really Feel You Should Do What You Do What You Say Youre Going To
Do Slide 10 Slide 11 HRO Practice #1 Manage the System, Not the
Parts HRO Practice #2 Reduce Variability in HRO System HRO Practice
#3 Foster a Strong Culture of Reliability HRO Practice #4 Learn
& Adapt as an Organization Slide 12 Slide 13 Background on Why
A Safety Conscious Work Environment is being Implemented December
5, 2011 Memorandum signed by: Secretary Steven Chu Deputy Secretary
Daniel B. Poneman Slide 14 Safety Culture Organizational Culture
SONGS - 14 SCWE Safety Conscious Work Environment Safety Conscious
Work Environment A Safety Conscious Work Environment (SCWE) is a
work environment in which employees feel free to raise safety
concerns to management (and/or regulator) without fear of
retaliation. Elements of Culture Organizational Culture A set of
commonly shared beliefs, expectations, and values that influence
and guide the thinking and behavior of organization members, and
are reflected in how work is carried out. Safety Culture Safety
culture is an organizations values and behaviors modeled by its
leaders and internalized by its members, which serve to make safe
performance of work the overriding priority to protect the workers,
public, and the environment. Slide 15 Attachment 10 identifies:
Three Safety Culture Focus Areas and Associated Attributes that
promote a shift from compliance towards excellence. They are
covered on the next few slides. DOE G 450.4-1C, Attachment 10 1.
Leadership 2. Employee/ Worker Engagement 3. Organizational
Learning Slide 16 The intent of SCWE is to develop a WILLING and
ABLE Environment in which employees can raise safety concerns. ABLE
is established by having processes for people to communicate
concerns, for management to receive them, review and then
prioritize them, ensure problems resolved and the results
communicated back to employees. WILLING is established by
management behavior to receiving the feedback and learn from it.
How do Leaders establish trust, questioning attitude and
willingness for employees to raise concerns? 16 Slide 17 Slide 18
Slide 19 Slide 20 Chilled Effect An environment in which employees
are UNWILLING or UNABLE to raise safety concerns because the fear
of retaliation. Why do People Not Report Safety Concerns? Slide 21
21 Leaders create and change culture Managers act within culture
Slide 22 Understand Expectations Practice New Behaviors Perform New
Behaviors Form Habits of New Behaviors Communication of Clear
Behavioral Expectations Training, Modeling, Support Reinforcement,
Consistency, Alignment Desired Safety Culture Slide 23 Three
Manageable Behaviors: Slide 24 When we examine culture and
leadership closely, we see that they are two sides of the same
coin; neither can really be understood by itself..... it can be
argued that the only thing of real importance that leaders do is to
create and manage culture; that the unique talent of leaders is
their ability to understand and work culture; and that it is an
ultimate act of leadership to destroy culture when it is viewed as
dysfunctional. Schein, Organizational Culture and Leadership, 2004
Slide 25 Identify 3-5 Specific Indicators/Trouble Signs that would
indicate a potential weak Safety Culture Describe how you would
address the issues within the DOE Environment. Slide 26 Chernobyl
1986 Davis-Besse 2002 Columbia 2003 BP - 2010 Fukushima 2011 Slide
27 Slide 28 Source: First Line Leadership Seminar, National Academy
for Nuclear Training, Atlanta, GA Slide 29 Unlock the power of
differing opinions Is someone assigned the task of challenging
group assumptions and decisions? Ask, Why is this safe? not Why is
this unsafe? Be respectful of people who raise well-intentioned
objections Even (especially) if they are later proven wrong Choose
to learn from minor events to avoid major events Manage and model
behaviors to change fundamentals Slide 30 The Next Big Event is
coming, but it will probably not look like the last one.
Nevertheless, if we want to achieve/sustain highly reliable
operations, we need to use the current world events as an
opportunity to refocus and reenergize our efforts to continuously
improve safety. Multiple, overlapping, and mutually redundant
safety management systems, grounded in ISM, High Reliability
Attributes, and a Strong Safety Culture are a key to our continued
success.. Slide 31 Record Daily Key Learnings: Group Consensus Key
Points Learned List on Flip Chart & Discuss Homework:
Individual Action Plan Deliverable for Course Completion
