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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
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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
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More better to talk about national
universals than differences
! Universals – culture traits which are common for all nations
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SHIFT
Collaboration?
stereotypes dominance or subjection?
competitiveness?
Solidarity? attitudes
knowledge
skills
stereotypes
attitudes
knowledge
skills
Ethnic self-
awareness
Ethnic self-
awareness
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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
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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
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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
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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
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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
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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
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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:
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Ho
ne
sty
Stage2. Corrective actions: Ethics Code
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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!