The Safety Standards on Leadership for Safety International Atomic Energy Agency
Safety Standards Safety Standards f or protecting peopleand t he environm ent F undamental S afety Principles Safety Fundamentals
Safety Standards
Safety Standards Hierarchy Global reference for a high level of nuclear safety
Fundamental Safety Principles SF-1 Principle 3: Leadership and management for safety 3.12. Leadership in safety matters has to be demonstrated at the highest levels in an organization.
General Safety Requirements Specific Safety Requirements Part 1 Governmental and Regulatory Framework Part 2 Leadership and Management for Safety Part 3 Radiation Protection and Safety of Radiation Sources Part 4 Safety Assessment Part 5 Predisposal Management of Radioactive Waste Part 6 Decommissioning and Termination of Activities Part 7 Emergency Preparedness and Response 1. Site Evaluation for Nuclear Installations 2. Safety of Nuclear Power Plants B. Design of Nuclear Power Plants 2.1 Design and Construction 2.2 Commissioning and Operation 3. Safety of Research Reactors 4. Safety of Nuclear Fuel Cycle Facilities 5. Safety of Radioactive Waste Disposal Facilities 6. Safe Transport of Radioactive Material
General Safety Requirements Specific Safety Requirements Part 1 Governmental and Regulatory Framework Part 2 Leadership and Management for Safety Part 3 Radiation Protection and Safety of Radiation Sources Part 4 Safety Assessment Part 5 Predisposal Management of Radioactive Waste Part 6 Decommissioning and Termination of Activities Part 7 Emergency Preparedness and Response 1. Site Evaluation for Nuclear Installations 2. Safety of Nuclear Power Plants B. Design of Nuclear Power Plants 2.1 Design and Construction 2.2 Commissioning and Operation 3. Safety of Research Reactors 4. Safety of Nuclear Fuel Cycle Facilities 5. Safety of Radioactive Waste Disposal Facilities 6. Safe Transport of Radioactive Material
Safety & Performance Continually Improving Global Nuclear Safety Quality Assurance Quality Control Quality Management (Integrated) Management Systems 50-C-QA 1985-88 Systemic approach 50-C-Q 1996 GS-R-3 2006 GSR Part 2 2013 Time
Objective of the GS-R Part 2 Leadership and Management for Safety The application of SF-1 to establish requirements for: Effective leadership for safety Effective management for safety Effective safety culture improvement activities Safety as a sustainable outcome of excellence in leadership and management Integrated management system: make sure that other requirements will not compromise Nuclear Safety Systemic approach of ITO
Difference between Management and Leadership The difference between management and leadership can be stated simply whereby management is a function and leadership is a relation. Management ensures that work is completed in accordance with requirements, plan and resources. It is through leadership that individuals may be influenced and motivated, and organizations changed. Managers may also act as leaders. Source: Safety Standards: GS-G-3.5
Manager or Leader? Management = a function Planning/Budgeting Organizing/Staffing Task Distribution/Follow-up Controlling/Problem Solving Leadership = a relationship Create shared understanding Establishing Direction Aligning People Motivating and Inspiring To manage means to accomplish activities and master routines, while to lead means to influence others and create shared understanding as driver for change
New (Suggested) Requirements on Leadership for Safety Requirement 1: Demonstration of leadership by senior management The senior management of the organization shall demonstrate leadership. The senior management shall ensure that managers at all levels in the organization demonstrate leadership for safety.
New (Suggested) Requirements on Leadership for Safety Requirement 2: Demonstration of leadership for safety by managers at all levels Managers at all levels in the organization shall demonstrate leadership for safety in application of the management system and in fostering of a strong safety culture.
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: Nuclear Energy Series draft Leadership in Nuclear Organizations
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 Source: K.Dahlgren Persson
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
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The Complexity of Leadership Normative Framework x Understanding/ Comprehension Bureaucracy & systems Advisors external & internal Situation & time External factors Personal interest & identity construct
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 powerbased reality construction and needs to be understood in these terms. ~ Mats Alvesson, Sweden
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
The root of behaviour Behaviour Attitudes Values Understanding
Leadership and behaviour change Leader Worker Behaviour Behaviour Attitudes Attitudes Values Values Understanding Understanding
Leadership and behaviour change Leader Worker Behaviour Behaviour Attitudes Attitudes Values Values Understanding Dialogue Understanding
Leadership and Shared Space Me Shared space External space
Leadership and behaviour change Leader Worker Behaviour Behaviour Attitudes Attitudes Values Values Shared Understanding
Behaviours and culture Behaviour Attitudes Values Understanding
Dialogue as a Leadership tool for cultural change Behaviour Behaviour Attitudes Attitudes Values Values Understanding Understanding
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
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