Managing Nuclear Knowledge A Pocket Guide Helping You Understand What, How, and Why to Manage Atoms for Peace
Table of Contents 1 BACKGROUND 4 WHAT IS NUCLEAR KNOWLEDGE MANAGEMENT? 9 CHARACTERISTICS OF NUCLEAR KNOWLEDGE 13 MEMBER STATE NUCLEAR KNOWLEDGE MANAGEMENT 18 THE IAEA S ROLE 20 THE NUCLEAR KNOWLEDGE MANAGEMENT PROGRAM 27 LOOKING TO THE FUTURE 30 ADDITIONAL RESOURCES 32 GLOSSARY
1 Background After the accident at the Chernobyl nuclear power plant, public support for nuclear energy declined, remaining lower until the end of the 20th century. This had a significant impact on the nuclear industry as a whole. In many regions new build projects were cancelled or delayed and government spending on nuclear research and infrastructure declined. In particular, the number of education programmes in nuclear science and education declined. Many nuclear experts retired over this period, and fewer new graduates were hired to replace them. The first decade of the 21st century saw a modest upturn in the demand for refurbishing existing and building new nuclear power plants. This was driven by the push for cleaner energy in response to climate change, the rapid growth of newly industrialized economies and the need to replace many ageing or decommissioned power generation facilities. The benefits of nuclear technology were, once again, being brought into sharp focus around the world until 11 March 2011. BACKGROUND The large earthquake and resulting tsunami that struck the east coast of Japan not only caused a severe accident at the Fukushima Daiichi Nuclear Power Station, but like the Chernobyl Accident, also seriously damaged public confidence in the safety of nuclear energy. The accident at Fukushima demonstrated, dramatically, the importance to safety of effective decision making through-out all phases
2 BACKGROUND of a nuclear plant life-cycle: in design, in construction, in operations, in maintenance, in emergency response, and in decommissioning. And it is clear that effective and consistently reliable decision making in complex nuclear technology environments can only be achieved when workers have the right training, experience, work methods, technology support, work culture and organizational support. These conditions can only be established and sustained over time with strategic organizational knowledge management. The importance of nuclear knowledge management is increasingly being recognized in the industry. The IAEA has been a repository of knowledge related to peaceful applications of nuclear technology from the time the organization was established in 1957. Nuclear knowledge management came to the forefront in the IAEA as a formal programme to address Member State priorities only in the 21st century. Several resolutions adopted at IAEA General Conferences since 2002 include nuclear knowledge management topics. The IAEA Secretariat was urged to assist Member States, at their request, in fostering and preserving nuclear education and training in all areas of nuclear technology for peaceful purposes; in developing guidance on and methodologies for planning, designing and implementing nuclear knowledge management programmes; in providing Member States with reliable information resources on the peaceful use of nuclear energy; and in continuing to develop tools and methods to capture, retain, share, utilize and preserve nuclear knowledge.
3 The IAEA has organized a number of international meetings, schools and conferences covering a wide range of topics, from general concepts that underpin nuclear knowledge management to specific methods and tools taught at training seminars for practitioners. BACKGROUND This pocket guide is intended to provide managers of nuclear organizations with the basic information needed to understand the need for, the concepts and objectives of, and the benefits from nuclear knowledge management. Knowledge is the nuclear energy industry s most valuable asset and resource, without which the industry cannot operate safely and economically. In addition to being essential, nuclear knowledge is also very complex, expensive to acquire and maintain, and easily lost. Nations, suppliers, and operating organizations that wish to obtain the benefits of peaceful applications of nuclear technology must also accept the responsibilities that go with it, and this includes a primary responsibility to ensure that the associated nuclear knowledge is sustainable and is sustained.
4 WHAT IS NUCLEAR KNOWLEDGE MANAGEMENT? What Is Nuclear Knowledge Management? To truly understand what nuclear knowledge management is, we must first understand what is meant by the terms knowledge and nuclear knowledge. Knowledge Knowledge accumulates (by learning), is stored (in memory or media), is applied (adapted and utilized in a context) and flows (exchanged) in many forms. It can be low level contextual detail (e.g. data and information), it can be in abstract form (e.g. ideas, concepts or theory), or it can be know-how (i.e. based on past experience or practices). Knowledge is a vital resource for human development and survival, and it must be managed carefully or it may be misused or lost. This is particularly true in a complex area such as nuclear technology, the application of which involves virtually every discipline of the physical sciences and chemistry, social sciences, engineering and economics. Humans create, adopt and adapt knowledge, and can share and transfer it to others. Some forms of knowledge are easy to record and share; other forms are difficult to document and convey to others. Knowledge and learning processes exists in individual people, in groups, and in organizations. Nuclear knowledge is unique in many ways: it is complex, it requires significant financial commitment and government support, and it has been developed, shared and transferred
5 over many generations. Furthermore, there are commercial and security sensitivities in some areas of nuclear knowledge, because of possible dual use (civilian and military) applications. Finally, the personal skill sets and experience needed to safely apply this knowledge to real world applications is particularly scarce. Nuclear knowledge embedded in plant designs, training programmes, work plans or practices, and decision making is at the heart of safety and safety culture. There are many threats to sustaining our nuclear knowledge base. These include continuous life cycle changes in technologies, projects, designs, facilities, organizations and people. To remain available, a knowledge base must be captured, stored, preserved and maintained. To remain useful, it must typically be transferred, shared, transformed, adapted, updated, renewed and strengthened in an ongoing manner. Thus complacency and lack of use are the enemies of a robust knowledge system. We need to be continuously vigilant to sustain the nuclear knowledge systems that have been put into place. Nothing ever works on its own; it always has to be managed. WHAT IS NUCLEAR KNOWLEDGE MANAGEMENT? Knowledge management is a set of management practices that enable and enhance knowledge processes and help to build and maintain the organizational knowledge base. When knowledge management is implemented in an integrated, strategic and systematic manner in an organization, it is often referred to as a knowledge management system.
6 WHAT IS NUCLEAR KNOWLEDGE MANAGEMENT? Nuclear knowledge management is the application of knowledge management practices to address the specific needs of nuclear knowledge and nuclear organizations. It can include the application of knowledge management practices at any stage of the nuclear knowledge life cycle: research and development, design and engineering, construction, commissioning, operations, maintenance, refurbishment and life time extension, waste management, and decommissioning. Nuclear knowledge management issues and priorities are often unique to the particular circumstances of individual Member States and their nuclear industry organizations. Nuclear knowledge management may focus on knowledge creation, identification, sharing, transfer, protection, validation, storage, dissemination, preservation or utilization. Nuclear knowledge management practices may involve the application of any of a wide range of knowledge management practices to enhance and support traditional business functions and goals such as human resource management, training, planning, operations, maintenance, projects, innovation, performance and risk management, information management, process management, organizational learning and information technology support. An effective nuclear knowledge management system should be focused on strengthening and aligning the knowledge base in three primary knowledge domains in an organization: people, processes and technology. Each must also be considered within the context of the organizational culture. Knowledge management policies and practices should help
7 create a supportive organizational culture that recognizes the value of nuclear knowledge and promotes effective knowledge processes. Organizational Culture The creation, dissemination, sharing, transfer and safe application of nuclear people knowledge can only be achieved by people who have the appropriate skills, tools processes experience, attitude and motivation. Work methods and practices are controlled through processes which ensure that activities are undertaken in an orderly and consistent way this includes the control of knowledge. In a highly regulated environment, such as the nuclear industry, clear directives, governance and oversight are essential to preserve safety, control risk and ensure effi ciency. Methodological know-how is embedded in processes and procedures, and in the training programmes that support them. Finally, technology is the application of knowledge to achieve a specifi c purpose or function. Nuclear technology, such as that found in a reactor design, must be understood and maintained to be used safely. Information systems technology is also a key enabler to support knowledge processes. WHAT IS NUCLEAR KNOWLEDGE MANAGEMENT?
8 WHAT IS NUCLEAR KNOWLEDGE MANAGEMENT? Knowledge management is focused on improving knowledge processes such that people, work processes and technology can interact to perform work activities and make decisions effectively while achieving the organization s business functions and goals, safely and economically. Knowledge is embedded in all three areas and must be sufficiently built up and maintained in a synergistic manner. Nuclear organizations need to develop and implement a nuclear knowledge management strategy that provides a framework for establishing principles, policy, priorities and plans to apply knowledge management practices in the workplace. Clearly defined objectives will help establish the role of knowledge management in the nuclear organization. Nuclear knowledge stakeholders are governments, regulators, operators, suppliers, consultants, technical service organizations, R&D organizations, academic and training institutions, non-governmental organizations, the general public and environmental campaigners each having different knowledge interests, perspectives, and information requirements. For definitions of key terms used in nuclear knowledge management, please see the Glossary in Section 9.
9 Characteristics of Nuclear Knowledge There are five characteristics to be considered when managing nuclear knowledge: Education Complexity Cost CHARACTERISTICS OF NUCLEAR KNOWLEDGE Cooperation Timescales Complexity Nuclear knowledge is highly complex on both the micro and macro scales. The physical, chemical, radiological and biological interactions of material, as well as the sociological, economic, political and security aspects, must all be considered as a whole. Cost Largely due to its complexity, the creation of nuclear knowledge is quite costly. The construction and operation of nuclear facilities often involve large, complex engineering projects requiring sophisticated safety systems and specialized staff. And loss of the staff and their knowledge might be very costly.
10 CHARACTERISTICS OF NUCLEAR KNOWLEDGE Timescale The time period between the creation of knowledge and its use can be very long. For example, the time between the creation of radioactive waste and its disposal could be many decades. During this time, the information, and the capability to access, interpret and understand it, must be maintained. Cooperation Many individuals, organizations and Member States have legitimate cause for both contributing to and accessing the nuclear knowledge base. The information and data used and the experience, skills and insights applied must be carefully controlled and monitored to ensure the accessibility, validity and robustness of the knowledge system. Security and intellectual property issues may also need to be considered but should not compromise safety. Education Education is essential, if people are to acquire the experience and insights needed to sustain knowledge, to create new knowledge and to apply it to emerging challenges. Safety is paramount in the nuclear industry decisions affecting safety must be made using the best knowledge and information available. If they are not, the risk of causing harm or inconvenience increases. Good nuclear knowledge management is a critical enabler of safety, security, and sound environmental and financial management.
11 The industrial infrastructure required to create and maintain the full scope of nuclear knowledge can represent a significant economic and technical burden for many Member States. This infrastructure can include laboratories to handle a wide variety of nuclear material, research and power reactors, hot cell facilities to safely handle radioactive materials, reprocessing plants, demonstration facilities and disposal sites. These have to be supported by skilled operators, health physicists, regulatory and licensing bodies, and quality and financial controllers. In recent years, the cost of maintaining such infrastructure has risen. Willingness to share nuclear knowledge means that more Member States, particularly in developing regions, are likely to have access to peaceful applications of nuclear technology without the crippling burden of full infrastructure costs. CHARACTERISTICS OF NUCLEAR KNOWLEDGE Effective management of nuclear facilities requires suitably qualified personnel. An important element of human resource management is the management of knowledge the knowledge that individuals need as part of the competence requirements for assigned tasks and the additional knowledge they acquire in carrying out those tasks. This knowledge will be needed by several generations of the workforce over the lifetime of a nuclear energy programme. As the nuclear workforce ages and retires, the number of suitably qualified and experienced staff may decline, and the knowledge they possess can be lost. Action is being taken in many Member States to address this risk with the development of higher education programmes that focus on nuclear technology and
12 CHARACTERISTICS OF NUCLEAR KNOWLEDGE its application. However, many of these programmes are still in their start-up phase and rely on government and academic support. In some cases, years of support may be required before the benefits are realized. In the meantime, nuclear safety and security may be at risk. Furthermore, capacity for innovation will be diminished. Specialist knowledge is needed to apply nuclear technology in medicine, agriculture, industry, disease prevention, water management, electricity production and mineral exploration. If the knowledge that has been accumulated to date is lost, new advances and applications may be delayed or prevented and generations to come could lose the benefits of a more secure and sustainable future. The need to access and maintain knowledge created as a result of historical processes and activities will increase in the future. Meeting this need will be important to support continued safe operation of nuclear facilities and their eventual safe decommissioning and waste management. As new facilities are designed and constructed, it will become increasingly important that they be based on proven technologies that incorporate improvements from lessons learned in the past. This is particularly relevant to developing countries planning to exploit nuclear applications in any area.
13 Member State Nuclear Knowledge Management Member States using nuclear technology have very similar high level objectives in terms of nuclear knowledge management. The IAEA, therefore, has encouraged multilateral exchanges of knowledge through international communities of practice and other forums. The management of risk associated with the operation of nuclear facilities and the use of nuclear material is at the forefront of Member State priorities. Knowledge management has a vital role to play in risk management. To accurately assess risk, operators must have access to the right information at the right time, as well as the competences and skills necessary to make sound judgements and decisions based on credible information. Furthermore, after-action reviews and lessons learned exercises, which are important knowledge management processes, can be used to improve performance and efficiency and reduce future risks. MEMBER STATE NUCLEAR KNOWLEDGE MANAGEMENT Increasing interest in the development of knowledge management programmes at the Member State level underlines a growing recognition that action must be taken now, if the loss of critical knowledge is to be minimized or avoided. Knowledge loss is an ongoing threat, but it is exacerbated by an ageing workforce and inadequate knowledge transfer processes. As the industry prepares to welcome a
14 MEMBER STATE NUCLEAR KNOWLEDGE MANAGEMENT new generation of nuclear workers, it needs a coordinated, effective approach to preserving and transferring vital knowledge resources. Member States have a significant responsibility to ensure that advanced nuclear science and engineering education and research programmes are in place. A coordinated approach to education, training and outreach is necessary to demonstrate a commitment to this important industry sector and to support the next generation of nuclear workers. Without skilled and experienced workers, there is a risk that significant gaps will develop in the nuclear knowledge base. This may lead to critical errors in technical decisions that impact safety, it may result in the need to recreate knowledge at very high costs, or it may prevent the creation of new knowledge. Nuclear knowledge management is a key factor in ensuring the safe operation of existing nuclear facilities and the effective application of current knowledge to the design and construction of new nuclear facilities, and to the development of innovative new technologies and approaches. This applies not only to the nuclear power industry, but also to the health, manufacturing, security, space and other industries. The critical technical knowledge in an organization, and in particular
15 specialized nuclear knowledge, should be managed as a valuable resource. There is a clear desire in Member States to disseminate best practices in nuclear knowledge management. In particular, there is a need to promote proven approaches, methods and tools for the effective implementation of nuclear knowledge management in nuclear facilities. Integrating knowledge management approaches into established quality systems and integrated management systems can result in greater control of knowledge resources, improved knowledge processes and utilization, and improved overall performance of nuclear operations. Process oriented knowledge management is an approach that views organizational work flows, information flows, and decision and work processes from a knowledge process perspective and seeks to make them more effective and efficient. MEMBER STATE NUCLEAR KNOWLEDGE MANAGEMENT While the specific needs and requirements for nuclear technology may vary between Member States, the need for nuclear knowledge management strategies and best practices is universal. There is a need to apply knowledge management to programmes in both power and non-power applications of nuclear technology. Many Member States that depend on nuclear technologies have now recognized its strategic importance and its vulnerability, and understand that it must be proactively managed to be sustained.
16 MEMBER STATE NUCLEAR KNOWLEDGE MANAGEMENT Often, the critical part of knowledge sharing and transfer is the interface between knowledge custodians developing trust and cooperation between stakeholders with different business objectives and needs can be particularly challenging. At the national level, operators, vendors, designers, the regulatory body, and technical and scientific support organizations will have overlapping requirements related to the production or utilization of the same or similar knowledge. All stakeholders need to recognize their obligations and responsibilities in facilitating necessary interorganizational knowledge transfer. In some cases, regulatory authority and oversight may be required to ensure it. NUCLEAR KNOWLEDGE MANAGEMENT Effective nuclear knowledge management programmes should: Support the safe operation of all nuclear facilities; Achieve gains in economic and operational performance; Facilitate interorganizational and intergenerational transfer of knowledge; Encourage innovation and cooperation; Improve security and responsible use of information.
17 In order to meet these objectives, nuclear knowledge management should be integrated into other business activities and operations, at all levels, as part of: All large nuclear projects; Management and governance of all organizations involved in research, development and utilization of nuclear energy and radiation technologies; National (government) nuclear development plans and policies. The basic components of a nuclear knowledge management culture are: A culture that promotes knowledge sharing; A responsible, no-blame environment (reporting incidents/events as learning opportunities, sharing of lessons learned); An environment where sharing is rewarded; Sharing of the knowledge methods and tools in place; Leadership/commitment from the highest levels of the organization. NUCLEAR KNOWLEDGE MANAGEMENT
18 THE IAEA S ROLE The IAEA s Role In line with the IAEA General Conference resolutions, a special subprogramme on nuclear knowledge management is in place, focusing on: Developing and implementing methodologies and guidance documents for nuclear knowledge management; Facilitating sustainable nuclear education, training and information exchange; Providing products and services related to nuclear knowledge management. The IAEA, through its various departments, is also helping to address some of the broader issues such as long term planning and policy, inter-generational succession and workforce development. Industry experts in human resource development, education, business change management, and information and document management are regularly involved in IAEA programmes to ensure that the IAEA retains leading expertise to fulfil its role. The IAEA has also established an international network of knowledge management practitioners that can be called upon to assist Member States in developing their knowledge management programmes or to undertake independent assessment of established systems.
19 The IAEA helps governments and nuclear organizations to clearly recognize and meet their responsibilities for managing nuclear knowledge. These responsibilities include ensuring that nuclear safety is always maintained as the highest priority goal and that this is supported by establishing clear requirements and obligations for nuclear knowledge management, particularly for facility operators. The IAEA continues to raise awareness of the importance of building and maintaining nuclear knowledge and competence, and promotes the expansion of nuclear expertise and skills by developing and sharing knowledge management tools and best practices. The IAEA provides Member States with guidance on the integration of nuclear knowledge management practices within existing management systems. It also works to establish strong regional and inter-regional networks, providing forums for interaction and exchange of experience and best practices, and Internet based tools and platforms to support regional education and training needs. THE IAEA S ROLE
20 THE IAEA NUCLEAR KNOWLEDGE MANAGEMENT PROGRAMME The IAEA Nuclear Knowledge Management Programme The IAEA continues to implement a wide range of activities aimed at sustaining nuclear knowledge and competence and enhancing nuclear information resource availability for the peaceful use of nuclear technology, including: organizing special meetings, promoting educational networks, providing web based tools for knowledge sharing, delivering education and training courses, and participating in pilot projects. At their request, the IAEA assists Member States in the preservation and sharing of nuclear experience and best practices, focusing on the effective and safe use of nuclear energy and on helping organizations and governments to establish and implement effective knowledge management strategies in their nuclear programmes. Some examples of activities and projects under way include the following: Managing Nuclear Knowledge and Information The IAEA s programme on Capacity Building and Nuclear Knowledge Maintenance for Sustainable Energy Development provides access to knowledge management resources both in-house and to Member States. Methodologies and guidance for managing nuclear knowledge have been shared with Member State organizations through training courses. The programme also provides
21 on-line access to useful nuclear information resources. The IAEA Nuclear Energy Knowledge Resources Portal (http:// www.iaea.org/inisnkm/nkm/aws/index.html) provides a gateway to various IAEA scientific and technical knowledge bases including IAEA publications and technology databases (such as the Power Reactor Information System (PRIS), the International Nuclear Information System (INIS) and the Net Enabled Waste Management Database (NEWMDB)), a directory of Internet-based nuclear resources, a directory of upcoming meetings related to atomic energy, and a nuclear reactor knowledge base (i.e. newly developed resources such as the Fast Reactor Knowledge Organization System (FR- KOS) and the web-based Nuclear Archive (NuArch) all serving as reliable sources of knowledge and information. Capacity Building in Managing Nuclear Knowledge A School of Nuclear Knowledge Management has been established at the Abdus Salam International Centre for Theoretical Physics (ICTP), in Trieste, Italy. This important training event provides participants with an overview and basic understanding of the tools, mechanisms and challenges of nuclear knowledge management in a one week format. It is targeted at up and coming nuclear industry professionals. THE IAEA NUCLEAR KNOWLEDGE MANAGEMENT PROGRAMME Regional workshops on nuclear knowledge management have also been hosted by a number of Member States, e.g. by Karlsruhe Research Centre (Germany), the Obninsk Center
22 THE IAEA NUCLEAR KNOWLEDGE MANAGEMENT PROGRAMME for Science and Technology (Russian Federation) and the Tokyo Institute of Technology (Japan). International conferences on nuclear knowledge management have been conducted by the IAEA, and a number of national and international conferences are regularly supported. Managing Nuclear Knowledge for Development The IAEA s technical cooperation programme has promoted a number of projects in all regions. This has included supporting Member States in the establishment of policies and strategies to preserve and further enhance knowledge, competence and expertise, and providing practical guidance on nuclear knowledge management in governmental organizations, industry and academia. This technical cooperation on nuclear knowledge management focuses on building capabilities and developing national infrastructure by finding common approaches in nuclear education and by providing practical activities to ensure the sustainable development of both nuclear power and non-power applications. Knowledge Management for Safety and Security The major knowledge management related activities in the field of nuclear safety are linked to core business processes, for example, the preparation and application of IAEA safety standards. These processes have been comprehensively mapped, and the underpinning knowledge domains have
23 been identified. As a result, the IAEA review services, which are based on the safety standards, have been redesigned to form modular reviews without overlaps. A key success in this area has been the design and implementation of the Integrated Regulatory Review Service (IRRS), which has been successfully applied in several countries. Feedback for both safety standards development and their application is being continuously collected and will be used to enhance the existing core processes. Networking Education and Training Networking education and training is an important part of the support provided by the IAEA to Member States. Projects include the continued cooperation with the European Nuclear Education Network (ENEN), the Asian Network for Education in Nuclear Technology (ANENT), Latin American Network for Education in Nuclear Technology (LANENT), the Education and Training Topical Group of the Asian Nuclear Safety Network (ANSN) and the AFRA Network for Education in Nuclear Science and Technology (AFRA-NEST). Technical meetings and workshops are regularly held to share knowledge and experience in enhancing nuclear education in different parts of the world. In addition, the IAEA supports the World Nuclear University Summer Institute and has established its own IAEA School of Nuclear Energy Management to help prepare countries that are starting up a nuclear power programme. During the intensive three week training, senior experts from the IAEA and international top nuclear experts THE IAEA NUCLEAR KNOWLEDGE MANAGEMENT PROGRAMME
24 THE IAEA NUCLEAR KNOWLEDGE MANAGEMENT PROGRAMME lecture and teach on a wide range of topics in the nuclear energy sector, including Energy Planning and Nuclear Power Economics, Nuclear Safety, Security and Safeguards, Nuclear Human Resource and Knowledge Management, Radiation Protection and Communicating Radiation Risks, Nuclear Technologies and Radioactive Waste Management, and much more to facilitate holistic understanding of nuclear field. Knowledge Management Services Knowledge management assist visits are arranged on request and typically involve week-long site visits by an IAEA assembled team of experienced specialists who conduct management seminars and workshops with the host organization. The focus is on practical methods and tools for knowledge management and facilitating organizational self-assessment exercises or providing programme implementation guidance. Knowledge management assist visits are carefully adjusted to the type of organization (nuclear power plant operating organization, R&D organization, technical university with nuclear education, regulatory body, etc.) Assist visits have been conducted at facilities in Krško (Slovenia), Kozloduy (Bulgaria), Paks (Hungary), Darlington and Bruce Power (Canada), and Ignalina (Lithuania), at technical universities in the Russian Federation, United States of America and Vietnam, and in R&D organizations in Canada and the Russian Federation. At the end of each assist visit, a confidential report is prepared where both knowledge
25 management strengths in the organization as well as recommendations for potential improvement are indicated. Sharing Nuclear Knowledge The IAEA has developed tools and services to provide better access to existing knowledge for scientists and experts in the nuclear field. The NUCLEUS web site is a single sign-on gateway to the IAEA s technical, scientific and regulatory information resources. Currently, NUCLEUS provides access to more than 100 IAEA databases, the IAEA s safety standards, scientific and technical publications, reports and other documents in the nuclear field. The International Community of Practice (ICoP) for Nuclear Knowledge Management has been established to help build professional relationships by creating, making visible and maintaining a worldwide network of accessible nuclear expertise in the area of nuclear knowledge management. The network supports on-line resources and promotes the formation of working groups for collaboration on specialty topics. This helps members to learn and develop by sharing resources, methods and experience through on-line and face-to-face meetings. THE IAEA NUCLEAR KNOWLEDGE MANAGEMENT PROGRAMME Networking in education through regional and interregional cooperation to share educational resources is achieved via the Cyber Learning Platform for Nuclear Education and Training (CLP4NET) (http://clp.iaea-nkm.org/). A Network
26 THE IAEA NUCLEAR KNOWLEDGE MANAGEMENT PROGRAMME of regional CLP4NET hubs makes available a high quality catalogue of resources for nuclear education and training, including those of the IAEA. The network also forms an effective platform to be used in capacity building. A regional installation of CLP4NET includes a pre-configured (IAEA administered) content management system (CMS), a preconfigured (locally administered) Learning Management System (LMS) and the following pre-installed but optionally locally configured software: a locally administered Content Management System (CMS); Internet/wiki software; and Internet forum software. The optionally configured software components can be used to enhance regional support for on-line collaboration and resource sharing of specialists and the establishment of local nuclear community of practice specialist groups.
27 Looking to the Future The IAEA is determined to continue working with Member States to make the best use of nuclear knowledge and to limit the risks that can arise from knowledge loss. The IAEA s programmes are regularly reviewed, both internally and by Member State representatives at the annual General Conference, to ensure that they continue to provide value for money and are of the highest technical standard. LOOKING TO THE FUTURE The application of nuclear technology is a fact of life in the 21st century. While its benefits are numerous, most applications involve working with hazardous material, so safety is paramount, if this technology is to be utilized to the benefit of all. Safety depends on knowledge, knowledge that is embedded in people, processes and technology, and that is applied in a strong safety culture. Knowledge management ensures that it is sustained and sufficient. Our existing knowledge of nuclear technology and its peaceful application must be preserved and, indeed, enhanced, if it is to play a role in a sustainable future. Continued development of the technology for peaceful exploitation has to be based on the best knowledge available. Furthermore, each generation has a fundamental obligation to ensure that the knowledge underpinning the technology is passed on to its successors. There are four primary
28 LOOKING TO THE FUTURE areas where access to nuclear knowledge can make a real difference: Safe operation of existing nuclear facilities; Cost effective decommissioning and waste management; Efficient design and construction of new nuclear facilities; Development of new nuclear applications such as in medicine, agriculture and industry. An effective nuclear knowledge management programme should have clear objectives that focus on planning for nuclear knowledge retention and its subsequent protection, accessibility, sharing and transfer. The management of nuclear knowledge in nuclear organizations should be an integral and routine part of business practices, in the same way that management of safety, quality and risk are. The knowledge management elements of business practices will: Create an awareness that nuclear knowledge is a valuable asset; Develop and encourage the use of effective mechanisms for capturing, sharing and transferring knowledge; Identify the personal competences needed to acquire, create, transfer and exploit knowledge; Plan for the recruitment of new staff with appropriate qualities and in sufficient time to ensure that knowledge can be transferred;
29 Support professional collaboration with training and academic institutions, attracting and developing future nuclear workers; Update training programmes to optimize building nuclear knowledge in the organization; Maintain the capability for research and for developing new innovations in nuclear technology; Complement safety, quality and risk management in a nuclear organization. LOOKING TO THE FUTURE To be effective, the knowledge management programme must be reflected in the organization s values, behaviour and aspirations it must be part of the organization s business culture. It must also receive the support of senior managers, who are responsible for setting the organization s objectives and priorities. Their values, priorities and leadership, and the example that they set, help to establish and reinforce expectations and to create an organizational culture that values and is supportive of effective knowledge processes. The IAEA will continue to assist Member States in developing practical and cost effective approaches to nuclear knowledge management. It will continue to work with practitioners and specialists to identify and disseminate best practices, and to develop effective educational programmes.
30 ADDITIONAL RESOURCES Additional Resources The IAEA takes its role as an information provider very seriously. It recognizes the importance of having reliable information in documented form. It is increasing the number and scope of guidance documents using a range of media and delivery methods. The way in which information (and knowledge) is exchanged changes over time, and the IAEA embraces these changes, with the goal of ensuring access to information is timely and expedient. IAEA nuclear knowledge management publications can be found at http://www.iaea.org/inisnkm/nkm/nkmpublications.html. NUCLEAR KNOWLEDGE MANAGEMENT PUBLICATIONS AVAILABLE ON-LINE FROM THE IAEA Further information on nuclear knowledge management and the role played by the IAEA can be found at www.iaea.org/ inisnkm/nkm/. Relevant publications, include: Maintaining Knowledge, Training and Infrastructure for Research and Development in Nuclear Safety, INSAG Series No. 16, 2003; The Nuclear Power Industry s Ageing Workforce: Transfer of Knowledge to the Next Generation, IAEA-TECDOC-1399, 2004; Managing Nuclear Knowledge: Proceedings of a 2005 Workshop, Trieste, Italy, IAEA Proceedings Series, 2006; Knowledge Management for Nuclear Industry Operating Organizations, IAEA-TECDOC-1510, 2006;
31 Risk Management of Knowledge Loss in Nuclear Industry Organizations, 2006 (STI/PUB/1248); Managing Nuclear Knowledge: Strategies and Human Resource Development, IAEA Proceedings Series, 2006; The World Nuclear University: New Partnership in Nuclear Education, 2007; Managing Nuclear Knowledge: Asian Network for Education in Nuclear Technology (ANENT): IAEA Activities and International Coordination, 2007; Development of Knowledge Portals for Nuclear Power Plants, IAEA Nuclear Energy Series No. NG-T-6.2, 2008; Web Harvesting for Nuclear Knowledge Preservation, IAEA Nuclear Energy Series No. NG-T-6.6, 2008; Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations, IAEA-TECDOC-1586, 2008; Fast Reactor Knowledge Preservation System: Taxonomy and Basic Requirements, IAEA Nuclear Energy Series No. NG-T-6.3, 2008; Status and Trends in Nuclear Education, IAEA Nuclear Energy Series No. NG-T-6.1, 2011; Workforce Planning for New Nuclear Power Programmes, IAEA Nuclear Energy Series No. NG-T-3.10, 2011; Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation, IAEA Nuclear Energy Series No. NG-T-6.7, 2011; Evaluation of Human Resource Needs for a New Nuclear Power Plant: Armenian Case Study, IAEA-TECDOC-1656, 2011; Knowledge Management for Nuclear Research and Development Organizations, IAEA-TECDOC-1675, 2012. NUCLEAR KNOWLEDGE MANAGEMENT
32 GLOSSARY Glossary Assessment (of an individual). A structured activity by which the knowledge, skills, or attitudes of a person are measured using one or more methods. The exact purpose of assessment (e.g. confirming competence, predicting future performance) determines which assessment method is used. Assessment is often conducted at the end of a training session or course to determine the extent to which trainees have met the training objectives. Assist visit/assist mission on nuclear knowledge management (by the IAEA). An IAEA service that can be requested by a Member State organization whereby an IAEA assembled team of experienced knowledge management specialists visits a site and conducts participative management seminars and workshops with the host organization. The focus is on exchanging practical methods and tools for knowledge management and facilitating organizational self-assessment exercises or providing programme implementation guidance. Guidelines used by the assist mission team to conduct the visit are based on relevant IAEA publications. A confidential report is typically prepared after each mission for the benefit of senior management at the host organization. Attrition. A decrease in the number of employees in an organization due to retirements, resignations or departures to other organizations. In the nuclear industry, attrition due
33 to retirement is a particularly important issue because plants typically have stable workforces where all or most of the workers joined during the commissioning phase and thus often have similar retirement dates. GLOSSARY Benchmarking. The process of comparing the practices and performance of an organization, department or function with those of other organizations and standards. The following axioms should be considered in benchmarking: What works well for a given organization in one situation may not work well for another organization under different circumstances. There are lessons to be learned from undesirable situations as well as from best practices (i.e. ones that have been proven to work well and produce good results). Examining the practices of organizations with fundamentally different aims can produce surprisingly useful insights. Capacity building. The process of increasing a nation s knowledge and resource base and human capability to achieve its goals through some combination of infrastructure, human resource and competence development. This is in part achieved through the application of education and training principles and practices, and knowledge management principles and practices. Capacity building encompasses a country s human, scientific, technological, organizational, institutional and resource capabilities and includes:
34 GLOSSARY Human resource development the process of equipping people with the understanding, skills and access to information, knowledge and training that enables them to perform effectively; Organizational development the elaboration of management structures, processes and procedures within organizations, but also the management of relationships between different organizations and sectors (public, private and community); Institutional and legal framework development making legal and regulatory changes to enable organizations, institutions and agencies at all levels and in all sectors to develop their capacities. Communities of practice. Networks of people who work on similar processes or in similar disciplines, and who come together to develop and share their knowledge for the benefit of themselves, the community of practice and their organizations. Communities of practice may be created formally or informally, and they can interact on-line or in person. In a less formal context, they are sometimes referred to as communities of interest or centres of excellence. An example in the nuclear industry would be any of the Nuclear Energy Institute s communities of practice such as the Equipment Reliability Working Group (ERWG). Competence (Competency). (1) The ability to put skills, knowledge and attitudes into practice in order to perform
35 activities or a job function in an effective and efficient manner within an occupation or position, often to identified standards or an expected level of performance. (2) A combination of knowledge, skills and attitudes in a particular field which, when acquired, allows a person to perform a job or task to identified standards. Competence may be developed through a combination of education, experience and training. GLOSSARY Cyber learning platform (CLP). An on-line system which enables teaching and learning interactions. It relies on the application of information and communication technologies, such as the Internet. It typically offers some combination of self-paced and real time instructional systems such as videoconferenced classroom participation, network based course delivery, and on-demand learning modules in various formats such as video or audio streaming, presentation slides, or combined multi-media formats. Distance learning. Learning undertaken under conditions where the learner and instructor are separated by distance and/or time. Distance learning may involve the use of computer systems, the Internet, radio or television broadcasts, video presentations, correspondence courses and even library books. Education. A basic or life-long learning process. Broader than training, education encompasses the need to maintain completeness and continuity of competences across generations (it is essentially a knowledge driven process
36 GLOSSARY involving academic institutions as suppliers and students as customers). Information management. The management of an organization s information resources with the aim of improving the performance of the organization. Information management underpins knowledge management, as knowledge is derived from information. Integrated management system. A single, coherent management system in which all component parts of an organization are integrated to enable the organization s objectives to be achieved. These component parts include the organizational structure, resources and organizational processes. Personnel, equipment and organizational culture, as well as the documented policies and processes, form parts of the management system. The organizational processes have to address the totality of the requirements on the organization, as established by or in, for example, interested parties. Knowledge. The acquisition, understanding and interpretation of information. Knowledge is often used to refer to a body of facts and principles accumulated over time. Knowledge gives information a purpose or use. Data leads to information, and information leads to knowledge. Knowledge confers a capacity for effective action. Knowledge may be applied to problem solving and learning; forming judgements and opinions; decision making, forecasting and strategic planning; generating feasible options for action; and taking
37 action to achieve desired results. Knowledge also protects intellectual assets from decay, augments intelligence and provides increased flexibility. Explicit knowledge. Knowledge contained in documents, drawings, calculations, designs, databases, procedures and manuals. Explicit knowledge implies declared knowledge (i.e. knowledge that is conscious to the knowledge bearer). Explicit knowledge is what enables an employee to quote rules and learned facts. Very often this knowledge is written down in books. Examples that contain explicit knowledge include nuclear power plant documentation and databases such as a web site, an operational manual, records or a research report. GLOSSARY Implicit knowledge. Tacit or experiential knowledge that is held in a person s mind and has typically not been captured or transferred in any form (if it had, it would then have become explicit knowledge). Compared with explicit knowledge, such knowledge is more difficult to articulate or write down, and so it tends to be shared between people through discussion, stories and personal interactions. It includes skills, experience, insight, intuition and judgement. Implicit knowledge is difficult to reveal, but it is still possible to record. Usually, knowledge bearers cannot recall this knowledge by themselves, because the information is too obvious to them. Training. A combination of activities, including coaching and instruction, with the purpose of preparing a person or a
38 GLOSSARY team to perform a specific task, job or series of jobs, usually through achieving a set of training objectives. Training, with education and experience, is used to develop competence. Further information related to nuclear knowledge management events and resources (documents, meetings, conferences and training courses) can be found on the IAEA s web site at www.iaea.org/nuclearknowledge or can be obtained by writing to nkm@iaea.org.
Vienna International Centre, PO Box 100, 1400 Vienna, Austria 12-21601