leadership for safety and culture in the nuclear … leadership... · culture in the nuclear...
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IAEA International Atomic Energy Agency
Leadership for Safety and
Culture in the Nuclear Industry –
Challenges and Paradoxes
IAEA
Paradoxes for Leaders in Nuclear Organizations
PARADOX
1) Routinized Work and Motivating Tasks
2) Abstract and Tangible
3) Administrative Tasks and Visible Leadership
4) Delegation and The Approval Chain
5) Error Free and Report Errors
6) Imitation and Innovation
7) Openness and Public Trust
8) Priorities and Distractions
9) Procedural Adherence and Questioning Attitude
10) Production & Safety
11) Short Term Business Results and Organizational Capacity Building
12) Reactive and Proactive
Source: IAEA Nuclear Energy Series draft Leadership in Nuclear Organizations
IAEA Source: K.Dahlgren Persson
Challenges facing Nuclear Leaders Some examples
Triggered from outside of the organisation
• Ageing workforce and Knowledge management
• Ageing NPPs - Mix of new and old technology
• Potential goal conflicts - economy and safety
• Political situation
• Society/national culture versus required safety culture
• Mass media – especially in case of events
• Young generation’s values - NPPs remote from cities, no life time loyalty
• Multicultural workforce
• Regulatory demands
IAEA
Challenges facing Nuclear Leaders, cont. Some examples
Triggered from inside of the organization
• Keep engagement/motivation up in a rule based organisation
• Keep engagement/motivation up when independent control is conducted
• Foster an open climate for reporting, speak about failures, questioning attitude
• Correct inappropriate behaviour
• Encouragement of conservative decision making
• Encouragement of a root cause focused thinking - many “why’s”
• Broad understanding of safety – systemic view (ITO/MTO)
• Constantly put safety on the agenda and avoid safety discussion to be abstract, take the discussion to a concrete dimension
• Be reflective about message sent out in the organisation – e g Safety and economics/production, avoid delegating it to workers
Source: K.Dahlgren Persson
IAEA
The Complexity of Leadership
Personal interest & identity construct
Situation & time
Bureaucracy
& systems
Normative Framework
x Understanding/Comprehension
Advisors – external &
internal
External factors
IAEA
IAEA Safety Standards – Fundamental Safety Principles
Principle 3: Leadership and
management for safety
“Effective leadership and management for safety
must be established and sustained in organizations
concerned with, and facilities and activities that give
rise to, radiation risks.”
IAEA
Definitions of Leadership
“Leadership is the process of creating clarity and consistency
of direction and making that direction important, exciting, and
worthy to others.”
~ Lawrence M. Miller, USA
“Leadership is not simply a process of acting or behaving, or a
process of manipulating rewards. It is a process of power-
based reality construction and needs to be understood in
these terms.”
~ Mats Alvesson, Sweden
IAEA
Leadership and Safety Culture
So how can leaders influence safety culture?
“Leadership is not simply a process of acting or behaving, or a process of
manipulating rewards. It is a process of power-based reality construction
and needs to be understood in these terms.”
To answer we need to understand what drives human behaviour on a
individual and collective level
IAEA
The root of behaviour
Behaviour
Values
Attitudes
Understanding
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Leadership and behaviour change
Behaviour
Values
Attitudes
Understanding
Behaviour
Values
Attitudes
Understanding
Leader Worker
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Leadership and behaviour change
Behaviour
Values
Attitudes
Understanding
Behaviour
Values
Attitudes
Understanding
Leader Worker
Dialogue
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Leadership and Shared Space
Me
Shared space
External space
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Leadership and behaviour change
Behaviour
Values
Attitudes
Behaviour
Values
Attitudes
Leader Worker
Shared
Understanding
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Behaviours and culture
Behaviour
Values
Attitudes
Understanding
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Dialogue as a Leadership tool for cultural change
Behaviour
Values
Attitudes
Understanding
Behaviour
Values
Attitudes
Understanding
IAEA
To Invite the Organizations
Intelligence into the Shared Space
To tap into the wealth of knowledge,
experience and insight in the
organization, and to build shared
understanding that supports safe
behaviours and good performance.
Me
Shared space
External space
…Thank you for your attention