International Technical Meeting on Safety Culture Oversight Safety Culture and Organizational Change Management Isaac José Obadia CNEN/Brazil February 15-18, 2011, IAEA Headquarters Vienna Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 1
Topics Underlying Assumptions for Nuclear Safety Nuclear Safety Context Safety Perception Safety Culture Holistic Management Approach Organizational Change Management Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 2
Underlying Assumptions for Nuclear Safety UA = Cultural unconscious and taken for granted driving forces which promote organizational values and individual attitudes 1. Safety is a Key Factor for Nuclear Organizations. 2. An Enhanced Safety Culture is Crucial for Nuclear Safety. 3. Safety Culture Enhancement Implies in Organizational Changes. Reflection: How do you feel about these UAs? Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 3
UA 1: Safety is a Key Factor for Nuclear Organizations. Nuclear Safety Context An accident anywhere is an accident everywhere (El Baradei, 2003). All nuclear countries are co-responsible for safety. Nuclear industry would not withstand another accident. This would bring catastrophic consequences. The future of the nuclear industry will only be as strong as its weakest link (Talbot K, IAEA, 2004). Collective global consciousness and commitment towards nuclear safety IAEA Safety Standards GS-R-3 / GS-G-3.1/GS-G-3.5 Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 4
Safety Perception: some difficulties Safety is a process (and not a product) related attribute. Differently from quality, safety is still not perceived as a process aggregated value (it is taken for granted perception is focused on the product and not on the process). Safety is manifested as a non-event: the lack of safety is manifested by the occurrence of unwanted events such as incidents and accidents. Safety improvement requires a proactive and preventive management approach. Act before the fact. Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 5
UA 2: An Enhanced SC is Crucial for Nuclear Safety. Safety is a clearly recognized value Leadership for safety is clear Safety Culture Characteristics Accountability for safety is clear Safety is integrated into all activities Safety is learning driven (IAEA) Underlying Problem: Safety is a shared or a espoused value within the organization? Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 6
Considerations on the Concept of Culture Culture is an unspoken language to which we react as if in response to some secret complex code that has never been written down but is understood by all (Hall as cited in Baumont, 1995) Symbols Heroes Rituals Values Practices Are visible to the external observer and constitute practices of the culture. But their cultural meaning are invisible, being understood only by those who belong to the culture. Culture manifestations levels (Hofstede, 1991) Are unconscious and not directly perceived from outside. Can only be deduced through the way people act in certain circumstances. Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 7
Organizational Culture Are the shared values (what is important) and common beliefs (how things work) that interact with the organization s structures and control systems to produce behavioral norms (the way things are done here) (Uttal, 1983). Is the mind collective program that distinguishes one organization from another (Hofstede, 1991). Is socially, dynamically and continuously constructed by the groups of people which constitute the organization; Is a characteristic of the organization which is manifested by its individuals attitudes and behaviors; Is intangible, however requires tangible measures to be changed; Is difficult to change due to its inherent stability (paradigms); Is complex, therefore requiring an holistic approach. Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 8
Holistic Management Approach Technical Factors Human Factors Complex Interfaces Knowledge Skill Attitude Motivation Behavior Ergonomics Organizational Factors Integrated Management System Leadership Systematization Management Effectiveness Learning I&C System Equipment Components Reliability Maintenance Quality Assurance Environment Socio-Political, Cultural and Economic Context Infrastructure Resources Strategy Processes Procedures Practices Organizational Culture Leadership Practices Shared values Paradigms Assumptions Sociotechnical Model For Complex Hazardous Organizations IMS IAEA (GS-R-3) Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 9
Organizational Culture Levels (Schein, 1989) Ex: Nuclear Organization ARTIFACTS (Visible but often not decipherable) Visible products, practices, organizational structures organizacionais, Organization and personnel attitudes, behavior and decisions toward safety SHARED VALUES (Greater level of awareness) Strategies, objectives, philosophies Safety First BASIC UNDERLYING ASSUMPTIONS (Taken for granted, invisible) Beliefs, perceptions, unconscious thoughts and feelings accepted as true An accident in any NPP is catastrophic to people, organization and nuclear sector Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 10
Shared Values X Espoused Values Shared Values: are those values effectively embodied in an organizational philosophy; are congruent with observed behavior. Espoused Values: are those values that may be incongruent with the observed behavior. Until they become a shared value, they represent aspirations to the organization. They predict what people will say but are out of line with what they would do. Leadership attitudes not aligned with the espoused values creates mismatches between leaders and individuals organizational culture assumptions (Leaders speech X attitudes) Leadership attitudes and organization decision making process based on espoused values is a way to transform them into shared values. Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 11
Considerations on the Individual Level Motivation and Attitude Motivation = Motive (Desire) for Action Represents the forces acting on or within a person that makes the person behave in a specific goal-oriented manner (safety). Provides job satisfaction and transcendence of personal mission. Is manifested by personal attitudes (towards safety). Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 12
Motivation = Motive (Desire) for Action We, as individuals, are Desire-Driven, by nature In the absence of the desire, no action is performed Building our desire for safety individually leads to a common (organizational) desire for safety The more individuals of an organization (in all levels) build a desire for safety, the more safety becomes an effective shared value of that organization, and the more safety culture is enhanced. Build/enhance individuals desires for safety Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 13
Attitude: represents an individual difference which affects personal behavior. Working attitude: depends on motivation and organizational commitment. Organizational commitment: is a personal dedication characterized by the belief and acceptance of the vision and values of the organization. Construction of Shared Vision and Shared Values People excel and learn not because they are told to do so, but because they desire to do so. Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 14
Levels of working attitude: Commitment, Enrollment, Genuine compliance, Grudging compliance, Non-compliance, and Apathy (Peter Senge). A Shared Organizational Vision ü Is well understood and accepted by the organization personnel. ü Allows individuals to know what their contribution is and how to achieve it. ü Is ownership builder and provides a feeling of belonging. Shared vision Shared values Organizational Commitment Working attitudes Motivation Safety/Performance Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 15
REMARKS Safety culture shall not be seen as a part of the organizational culture, but rather as that organizational culture which has safety as a perceived, effectively shared and prevailing value. Leaders attitudes concerning safety issues are a fundamental contribution to transform safety from an espoused value to an effective shared organizational value. Safety Culture Improvement Programs shall be part of a Comprehensive Organizational Management System Integrated approach. Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 16
UA 3: Safety Culture Enhancement Implies in Organizational Changes. Safety Culture is a mix of an intangible complex social concept (culture) and a tangible issue of hazardous technology organizations (nuclear safety). The Safety Culture concept: Requires a desired behavioral condition within the organization! (Management structure and corresponding individual behavior and attitudes toward safety) Implies in an organizational change process! Underlying Issue: How to effectively and continuously achieve the desired changes in the organization? Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 17
Organizational Change External and/or internal drivers Organizational Performance Improvement Management Economics Quality Environment Safety Health Social Responsibility Present State How to manage the change process? Desired State Strategic Vision Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 18
Context of the Organizational Change Process Construction of new values by example The organizational culture is a constraint to organizational change Management of the organizational change process? Leadership: Decisions / Attitudes Organizational Culture State A Risk management Present State Management system (IAEA, ISO, etc.) Change Process Type of Intervention Desired State Desejado State B We can not be what we are not Organization Expertise on the The change is a victim of the management change implementation process system model External Environment Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 19
Context of the Organizational Change Process Change Process Ownership From Organization to Shared Change is Made by People New Attitudes and Behaviors have to be Adopted Organizational Culture Change Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 20
Organizational Culture Change The Cultural Net Most of the organizational change programs concentrates only in the superficial (visible) cultural aspects (petals). Unless the paradigm is affected, no long lasting organizational change will occur. (Johnson as cited in Seel, 2000a) Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 21
Organizational Culture Change The desired (safety) culture can not just be imposed by rules or standards. It has to be continuously constructed, expressed and reaffirmed throughout organization day to day routine. It is a function of personnel perception on how things really happen in the organization (shared values), and not of the prescribed work systems or aspirations (espoused values). Changes have to occur in the underlying assumptions level (Schein, 1989). Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 22
Managing Organizational Change Organizational culture is influenced by new systematic practices and their results (Hofstede, 1991). Practical and tangible way to influence culture. The management practices affect attitudes and behaviours, and consequently, the underlying assumptions of the organizational culture. Integrated Management System Organizational Culture Organizational culture affects which management practices will be emphasized. Adaptive Approach for Managing Change Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 23
Thank you for your attention isaac@cnen.gov.br Isaac Obadia_IAEA TM on SC Oversight_Feb 2011 24