Building Sound Safety Culture in an Multi-

Cultural Nuclear Environment

TECHNICAL MEETING on

Safety Culture during Pre-Operational Phases —

Practical Working Methods to Increase Safety

IAEA, Vienna, Austria

8 – 12 April 2014

Eduard Volkov

Science Research Center “Prognoz”,

director

2

Org Culture

Safety

state of ergatic system

(NPP, for example)

External factors

Ind Org F

Politic situation

Economic situation

Regulator

Contractors

depends on impact of

is

Espoused Values

Visible Behavior

Attitudes

Knowledge

Skills

are

has

H. Performance

Management

Processes

Climate

Basic assumptions

Organization

behavior

based on

are

establishs

and

shares

Org Knowledge

“Safety – Org Culture”

interface

Safety is a state of ergatic system when

influence of internal and external factors impact

does not lead to its operation deterioration or

stoppage

is

is

are elements of

Safety Culture

Suppliers

OPEX

RCA

Self-assessment

Leadership

are

depends on impact of

Internal factors

Technology

are

Supporting processes

Control & Safety

Planning, Coordination,

Development

Operation processes

External environment

management processes

Corrective action

H Performance

3

More better to talk about national

universals than differences

! Universals – culture traits which are common for all nations

4

SHIFT

Collaboration?

stereotypes dominance or subjection?

competitiveness?

Solidarity? attitudes

knowledge

skills

stereotypes

attitudes

knowledge

skills

Ethnic self-

awareness

Ethnic self-

awareness

5

Project “Improvement of Cross-cultural communication in

the international shifts of Bucher NPP”

GOAL

INITIAL CONDITIONS

IMPLEMENTATION PLAN

Stage 1. Health Check. Group interaction assessment process

Stage 2. Corrective actions

Stage 3. Quality assurance of the plan implementation

To improvement of Cross-cultural communication in the international

shifts of Bucher NPP to enhance shift work effectiveness and human

factor reliability

Each shift consists of Iranian and Russian part of employee

There are psychological, linguistic problems in the shift communications,

interactions.

There are interpersonal conflicts

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Stage 1. Health Check. Tasks

1. to assess current state of organizational factors

2. to implement observation of group interaction,

survey, expert assessment of shift work

effectiveness

3. to evaluate a level of shift maturity and solidarity.

4. to expose “growth points” to optimize shift work

5. to evaluate individual factors influencing on the

group interaction effectiveness: job relevant individual

traits, behavior style in conflict; cross-cultural tolerance

Org

factors

Group

factors

Indv

factors

Unity of Values

Indicators of group maturity

Interethnic tolerance

Predominant behavior style in conflicts

Indicators of group interaction of interethnic shift

Stage 1. Health Check. Shift parameters for

investigation

Individual traits reflecting values of the NPP personnel

Commitment to Safety Accountability

High capacity to work

Skill to process information and

foresee situation

Adherence to

procedures

Adherence to principles when decision making

Obligatoriness Equity Honesty Modesty

and politeness

Commutability Affability

and goodwill

Balance in communic

ation Tactfulness Empathy

Business traits

Moral traits

Emotional traits

Unity of Values

Individual traits needed to have a

respect in the group

Index = 29,0%

(low level)

Index = 62,0%

(high level)

Individual traits needed to high

work performance

Unity of Values

Business relations predominate Problems in interpersonal relations

4.82

4.45

4.27

4.73

4.36

4.64

4.36

4.73 4.54

4.46

4.69

4.46

4.46

4.38

4.23

4.92 4.67

4.46

4.5

4.58 4.42

4.5

4.29

4.83

Приверженность культуре безопасности

Подготовленность к деятельности

Направленность

Организованность

Активность

Сплоченность

Интегративность

Референтность

Персонал ДАТЭК

Персонал BNPP

Весь персонал смены С

Activity

organization

Group member

directivity

Commitment to

Safety

Readiness to

implement job

Solidarity

Russian

Iranian

Average

Coordination of

group processes

Attitude to

membership in

the group

Indicators of group maturity

5.27

4.98

5.6

5.37

5.08

5

5.58

5.82 5.7

5.03

1

2

3

4

5

6

7

Субъективный уровень спокойствия при общении

Этнокультурная сензитивность

Доброжелательное отношение к

представителям этноконтактной группы

Готовность к взаимодействию

Субъективная оценка этнокультурной компетентности

Персонал ДАТЭК Персонал BNPP

Ethnic-cultural

sensitiveness

Readiness to interact

Ethnic-cultural sensitiveness

Subjective level of power dynamic

Subjective evaluation of

ethnic competence

goodwill to another group

members

Interethnic tolerance

Russian Iranian

1

2

3

4

5

6

7

8

9

Сотрудничество Соперничество Компромисс Избегание конфликтов Приспособление

3.88

6.62

7

6.25 6.25

3.57

7.43

8.14

6.14

4.71

3.73

7

7.53

6.2

5.53

Персонал ДАТЭК Персонал BNPP Весь персонал смены Е

Predominant behavior style in conflicts

Russian Iranian Average

Collaboration Competitiveness Compromise Conflict avoidance adaptation

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2.5

2.83

3.21

2

2.92

2.45

3.4

3.5

2.2

3.3

2.48

3.09

3.34

2.09

3.09

Способность к командной работе

Создание микроклимата в команде

Коммуникабельность Управление конфликтами

Межэтническая толерантность

Персонал ДАТЭК

Персонал BNPP

Весь персонал смены А

Conflict

management

Team work

Cross-cultural

tolerance Group climate

Sociability

Russian

Iranian

Average

Indicators of group interaction of interethnic shift

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Stage2. Corrective actions

To train managers in leadership;

To enhance attitude to safety for NPP personnel.

To enhance professional qualification of shifts

personnel;

To form norms, common values, clear goals well

recognized by each staff member;

To involve all staff members to decision making when

common tasks discussion;

To enhance solidarity in NPP shifts.

To train shift personnel in team work;

To develop job relevant individual traits;

To train in the conflict resolution.

HP + SC =>> K S A

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The Code defines united ethics values and behavior

standards for Busher NPP workers which provide the

NPP safety and efficiency.

If we will follow these standards we will reach high

reputation and earn society’s and government’s

respect.

The Code contains behavior standards obligatory for all

Busher NPP workers

Stage2. Corrective actions: Ethics Code

From top management appeal:

16

Ho

ne

sty

Stage2. Corrective actions: Ethics Code

Manager’s expectations

Occupational tasks

Competency profile

Leadership & Trust and collaboration

Based on

17 Stage2. Corrective actions: Training for managers

Ethics Code

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Stage 3. Corrective action: Training of cross-cultural

interaction

The training is addressed to the Russian and foreign

managers and specialists who take part in nuclear

facilities construction and operation

and

has a goal to harmonize cross-cultural contacts on

both intergroup and interpersonal levels, to prevent

conflicts by means of cross-cultural tolerance

forming.

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MAIN TASKS:

• to decrease level of preconception to other ethnic

group representatives;

• to develop ethno-cultural sensitiveness;

• to enhance level of ethno-cultural competence;

• to enhance level of empathy;

• to enhance positiveness level of ethnic and other

kinds of social identity;

• to develop readiness to interact with people from

another ethnic group in various social situations.

Stage 3. Corrective action: Training of cross-cultural

interaction

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3nd International Summer School on

Safety Culture Russian Federation, Saint-Petersburg, 30 June - 4 July

2014

More Information: www.scicet.ru

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Thank you

for

the attention!