How Do You Know? What is Culture to You?

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

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.

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 You’re Going To Do

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 You’re Going To Do

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

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

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 organization’s 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.

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 C, Attachment Leadership 2. Employee/ Worker Engagement 3. Organizational Learning

 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

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?

21 Leaders create and change culture Managers act within culture

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

Three Manageable Behaviors:

“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

 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.

Chernobyl – 1986 Davis-Besse – 2002 Columbia – 2003 BP Fukushima – 2011

Source: First Line Leadership Seminar, National Academy for Nuclear Training, Atlanta, GA

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

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..

 Record Daily Key Learnings:  Group Consensus – Key Points Learned  List on Flip Chart & Discuss  Homework:  Individual Action Plan  Deliverable for Course Completion