CONCEPT AND CHARACTERISTICS OF SAFETY CULTURE

1. CONCEPT AND CHARACTERISTICS OF SAFETY CULTURE HUMANIZING SAFETY Organizational Consulting & Assessment Dr. Marin Ignatov, Dipl. Psych. Email: ignatov-consult@chello.at

2. DEFINING CULTURE • Culture comes from the Latin cultura stemming from colere, meaning "to cultivate, to farm, to grow" • Culture refers to patterns of human activity and the shared symbolic meanings that give such patterns of activity significance and importance • In a very general sense culture is understood as the human made part of the environment

3. BASIC CHARACTERISTICS OF CULTURE • Culture is deeply-rooted, it is not a superficial phenomenon and hence fairly stable over time • Culture is shared and relates primarily not to an individual, but to a group, a community, or an organization • Culture is broad and covers all aspects of external and internal relationships in a group, a community, or an organization • Any prospective cultural change in an organization creates resistance to change

4. CULTURE AS A PATTERN OF SHARED BASIC ASSUMPTIONS • E. Schein (1995) defines culture as a pattern of shared basic assumptions – invented, discovered or developed by a given group as it learns to cope with its problem of external adaptation (how to survive) and internal integration (how to stay together) – which have evolved over time and are handed down from one generation to the next

5. THREE LEVELS OF UNDERSTANDING CULTURE Artifacts and behaviour To be observed Espoused (claimed) values To be inquired Basic assumptions To be inferred

6. TYPES OF BASIC ASSUMPTIONS • Assumptions about the nature of time • Assumptions about the nature of space • Assumptions about human activities, like work, leisure, play • Assumptions about the nature of reality and truth • Assumptions about the ultimate human nature

7. ASSUMPTIONS ABOUT THE NATURE OF TIME (EXAMPLE: PERCEIVED DELAYS) • To measure cultural differences looks easy at first, but it is much more complex in reality • Basic assumptions about time were the first to be analyzed and measured in psychology • Delays happen everywhere in the world, however what is the time, when you begin to feel frustrated, not at ease, when the absence of a partner begins to be unpleasant to you? • What would you suggest to be the general frustration point for delays in your country? • What would you suggest for other countries: • For example: Japan, Germany, Bulgaria, Venezuela

8. ASSUMPTIONS ABOUT THE NATURE OF SPACE (THE MÜLLER-LYER-ILLUSION)

9. ASSUMPTIONS ABOUT THE NATURE OF SPACE (THE MÜLLER-LYER-ILLUSION)

10. ASSUMPTIONS ABOUT THE NATURE OF SPACE (THE MÜLLER-LYER-ILLUSION)

11. EXAMPLES OF BASIC CULTURAL ASSUMPTIONS • “The individual is more important than the group” • “Money is the most important criterion of achievement” • “People involved in safety lapses must have contributed to the problem through carelessness” • “Only results count”

12. BUILDING STONES OF CULTURE: ATTITUDES • Attitudes are composed from three forms of judgments of an "attitude object": i.e. a person, behaviour or event: • Affect - the affective response is a physiological response that expresses a preference for an entity • Cognition - cognitive evaluation of an entity • Behavioural intention - indication of the future behaviour of an individual or a group towards an entity

13. BUILDING STONES OF CULTURE: SOCIAL NORMS • Social norms can be viewed as beliefs that regulate behaviour • Social norms are based on some degree of informal (uncodified) consensus (shared beliefs) • Social norms act as informal social controls • Norms are enforced through social sanctions (informal social pressure)

14. IS THERE A RIGHT OR WRONG CULTURE? • Any type of culture is about survival and success • It may be right or wrong only in relation to the achievement of personal or group goals or objectives

15. “LOW” CULTURE VS. “HIGH” CULTURE

16. CULTURE IS EVEN MORE COMPLEX! EACH INDIVIDUAL MAY BELONG TO DIFFERENT CULTURES • Sharing the basic assumptions of an ethnic group or nationality • Sharing the basic assumptions of a religious group • Sharing the basic assumptions of a social group • Sharing the basic assumptions of an industrial branch or a profession • Sharing the basic assumptions of a company (organizational culture)

17. ORIGINATION OF ORGANIZATIONAL CULTURES • Organizational cultures originate usually in three ways: • the convictions, values and acceptances of the founding leaders of the organization • the experiences of the ones involved in the course of the development of the organization • the new convictions, values and norms of new members of the organization, particularly leading personalities

18. "GOOD NEWS" AND "BAD NEWS“ OF ORGANIZATIONAL CULTURE • A strong organizational culture brings "good news" and "bad news“ • Good News: It unifies the organization and thus provides a competitive advantage • Bad News: It may strangle the organization with habits and values that no longer fit the new environment • "Nothing fails like success!"

19. Economics THE ANALYSIS OF ORGANIZATIONAL CULTURE INVOLVES DIFFERENT DISCIPLINES Engineering Psychology

20. COMPARISON OF ORGANISATIONAL CULTURE AND CLIMATE • Organisational climate is the characteristic atmosphere within an organisation at a given point in time which is reflected in the way its members perceive, experience and react to their surroundings

21. Culture provides a code of conduct on how to behave, whereas climate creates conditions to which people react Climate is transitory, whereas culture is more deeply ingrained Culture gives people their values, whereas climate reflects whether conditions are in accord with the values that people hold People are more consciously aware of climate DIFFERENCES BETWEEN ORGANISATIONAL CULTURE AND CLIMATE

22. Both are felt or experienced by people Both have an effect on behaviour Both are linked to the value system of people SIMILARITIES BETWEEN ORGANISATIONAL CULTURE AND CLIMATE

23. DEFINITION OF SAFETY CULTURE (INSAG 4, 1991) • “Safety culture is that assembly of characteristics and attitudes in organisations and individuals which establishes that as an overriding priority, nuclear plant safety issues receive the attention warranted by their significance.” (INSAG-4)

24. SAFETY CULTURE AS DEFINED IN INSAG 4 (1991) Safety Culture Individuals’ commitment Managers’ commitment Policy level commitment

25. Safety Culture – INSAG 4 Questioning attitude Rigorous and Individuals’ prudent approach commitment Definition of Communication responsibilities Definition and control of safety practices Managers’ Qualifications commitment and training Rewards and sanctions Statement of safety policy Audit, review and comparison Management structures Policy level commitment Resources Self-regulation

26. ESSENTIALS OF SAFETY CULTURE (IAEA TECDOC 1329) • Safety culture is seen as an integral part or aspect, or even type, of organizational culture, which relates that culture to all kinds of safety issues (from radiation risks to occupational safety) • All organizations with activities that give rise to radiation risks have safety culture • The aim is to make the safety culture strong and sustainable, so that safety becomes a primary focus for all activities in such organizations, even for those, which might not look safety-related at first

27. THE PLACE OF SAFETY CULTURE WITHIN THE ORGANIZATIONAL CULTURE CONCEPT(IAEA TECDOC 1329-2002) Organisational culture Artefact Artefact Basic assumption Artefact Claimed value Artefact Artefact Basic assumption Basic assumption Claimed value Artefact Artefact Artefact Safety culture

28. MANAGEMENT OF SAFETY AND SAFETY CULTURE • The concept of safety culture goes beyond the Management System • In order to understand the safety culture of an organization we have to ask at least the following questions: • In what ways does the Management System in the organization support safety-relevant behaviours? • What are the safety-relevant norms, attitudes and values in the organization? • How are the safety-relevant norms, attitudes and values shared in the organization?

29. External Influences Kreative Anstöße von Außen (u. a. Beratung) Internal Development Unternehmensentwicklung MANAGEMENT OF SAFETY AND SAFETY CULTURE Normative Dimension Shared Safety Norms and Values Safety Policies Safety Statutes Strategic Dimension Safety Programs Strategic Leadership Safety Management Systems Operational Dimension Operative Leadership Safety Management Processes Work Tasks Supervision Activities Verhalten Behaviour Structures Strukturen

30. SAFETY CULTURE CHARACTERISTICS (GS-G-3.1)

31. SAFETY CULTURE CHARACTERISTICS (GS-G-3.1) Leadership for safety is clear Safety is integrated into all activities Safety is a clearly recognized value Safety CultureCharacteristics Accountability for safety is clear Safety is learning driven

32. SAFETY IS A CLEARLY RECOGNIZED VALUE (ATTRIBUTES) • The high priority given to safety is shown in documentation, communications and decision making • Safety is a primary consideration in the allocation of resources • The strategic business importance of safety is reflected in the business plan • Individuals are convinced that safety and production go hand in hand • A proactive and long term approach to safety issues is shown in decision making • Safety conscious behaviour is socially accepted and supported (both formally and informally)

33. LEADERSHIP FOR SAFETY IS CLEAR (ATTRIBUTES) • Senior management is clearly committed to safety • Commitment to safety is evident at all levels of management • There is visible leadership showing the involvement of management in safety related activities • Leadership skills are systematically developed • Management ensures that there are sufficient competent individuals • Management seeks the active involvement of individuals in improving safety • Safety implications are considered in change management processes • Management shows a continual effort to strive for openness and good communication throughout the organization • Management has the ability to resolve conflicts as necessary • Relationships between managers and individuals are built on trust

34. ACCOUNTABILITY FOR SAFETY IS CLEAR (ATTRIBUTES) • An appropriate relationship with the regulatory body exists that ensures that the accountability for safety remains with the licensee • Roles and responsibilities are clearly defined and understood • There is a high level of compliance with regulations and procedures • Management delegates responsibility with appropriate authority to enable clear accountabilities to be established • “Ownership” for safety is evident at all organizational levels and for all individuals

35. SAFETY IS INTEGRATED INTO ALL ACTIVITIES (ATTRIBUTES) • Trust permeates the organization • Consideration for all types of safety, including industrial safety and environmental safety, and of security is evident • The quality of documentation and procedures is good • The quality of processes, from planning to implementation and review, is good • Individuals have the necessary knowledge and understanding of the work processes • Factors affecting work motivation and job satisfaction are considered • Good working conditions exist with regard to time pressures, work load and stress • There is cross-functional and interdisciplinary cooperation and teamwork • Housekeeping and material conditions reflect commitment to excellence

36. SAFETY IS LEARNING DRIVEN (ATTRIBUTES) • A questioning attitude prevails at all organizational levels • Open reporting of deviations and errors is encouraged • Internal and external assessments, including self-assessments, are used • Organizational experience and operating experience (both internal and external to the facility) are used • Learning is facilitated through the ability to recognize and diagnose deviations, to formulate and implement solutions and to monitor the effects of corrective actions • Safety performance indicators are tracked, trended, evaluated and acted upon • There is systematic development of individual competences

37. CONCLUSION: IMPACT OF SAFETY CULTURE • SAFETY CULTURE has a significant impact on the long-term economic performance of nuclear facilities • SAFETY CULTURE will probably be an even more important factor in determining the success or failure of nuclear facilities in the next decade • CULTURES that inhibit safety performance are not rare; they develop easily, even in nuclear facilities that are full of well qualified personnel