Leadership for Safety - GNSSN Home · PDF fileConclusion drawn from a research review of...
Transcript of Leadership for Safety - GNSSN Home · PDF fileConclusion drawn from a research review of...
IAEA International Atomic Energy Agency
Leadership for Safety
Identified major issue Subsidiary issue Not relevant
Leadership
?
?
Operational attitudes
and behaviour
Business environment
Competence
Risk management
Issues on role of
regulators
Oversight
Organisational
learning
Communication
Use of contractors
Source: M. Weightman
Events and failing issues
Conclusion drawn from a research review of severe
accidents on how leadership issues relates to safety
Demonstrating a real commitment that process safety is a
core value;
Setting a consistent example and communicating values and
expected behaviours – high visibility – actions match words ;
Maintaining a ‘controlling mind’ and being ‘an intelligent
customer’ - stepping back to assess the big risks;
Effective Safety Management Systems which is ‘not just
paper’ and not ‘over bureaucratic’ - clear accountabilities;
Informed questioning and maintaining strong oversight;
Recognition of external pressure and change issues.
Leaders have a major impact on safety and staff perceptions.
Issues include:
Source: Prof. Richard Taylor
University of Bristol
IAEA
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: IAEA Nuclear Energy Series draft Leadership in Nuclear Organizations
IAEA Source: K.Dahlgren Persson
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
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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
IAEA
IAEA Safety Standards – Fundamental Safety Principles
Principle 3: Leadership and
management for safety
“Effective leadership and management for safety
must be established and sustained in organizations
concerned with, and facilities and activities that give
rise to, radiation risks.”
IAEA
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 power-
based reality construction and needs to be understood in
these terms.”
~ Mats Alvesson, Sweden
IAEA
Leadership Framework Core assumptions
• Leadership is distributed. That is, leadership is not solely the purview of the CEO, but can and should permeate all levels of the firm.
• Leadership is personal and developmental. There is no single way to lead. The best way to create change is to work with the particular capabilities that you have , while constantly working to improve and expand those capabilities.
• Leadership is a process to create change. Leadership is about making things happen, contingent on a context. Leaders may create change by playing a central role in the actual change process, or by creating an environment in which others are empowered to act.
• Leadership develops over time. It is through practice, reflection, following role models, feedback, and theory that we learn leadership.
Source: Massachusetts Institute of Technology (MIT)
Sloan Leadership Model
• Sensemaking –
diagnosing, framing,
understanding
• Relating – developing
relationships
• Visioning – encouraging
new hopes, goals, values
• Inventing/Implementing –
building new ways of
working together
Action contingent on context and leadership style
Relating
Sense-
making
Visioning
Inventing/
Imple-
menting
Source: Prof John S. Carroll 2014
IAEA
Key Leadership Capabilities
1) Sensemaking: making sense of the world around us, coming to understand the context in which we are operating. What is going on ? (most leaders lack a sense of what is going on) They need to be able to communicate what is happening.
2) Relating: developing key relationships within and across organizations. This core capability centres on the leader’s ability to engage in inquiry (ability to listen and understand what others are thinking and feeling), advocacy (taking a stand and trying to influence others of its merits while also being open to alternative view) and connecting (ability to build collaborative relationships with others and to create coalitions for change).
3) Visioning: creating a compelling vision of the future. While “sensemaking” creates a map of what is, visioning is a map of what could be. Good leaders are able to frame visions in a way that emphasizes their importance along some key value dimensions.
4) Inventing: creating new ways of working together to realize the vision. Creating the processes and structures needed to make the vision a reality. It involves implementing the steps needed to achieve the vision of the future
Every leader has his or her distinct way of using these capabilities to make change happen
Source: Massachusetts Institute of Technology (MIT)
IAEA
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: IAEA Safety Standards: GS-G-3.5
IAEA
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
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Leadership and Management for safety
Culture
Processes
Outcomes
Leadership
Management
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Leadership for safety
“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.”
The Leader’s Role:
1) Define reality: Where are we today?
2) Define the vision: Where do we want to be?
3) Define how we will get there
You must know what characteristics and attributes you want to
see in the workplace, and what you want the safety culture to achieve.
IAEA
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
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The root of behaviour
Behaviour
Values
Attitudes
Understanding
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Leadership and behaviour change
Behaviour
Values
Attitudes
Understanding
Behaviour
Values
Attitudes
Understanding
Leader Worker
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Leadership and behaviour change
Behaviour
Values
Attitudes
Understanding
Behaviour
Values
Attitudes
Understanding
Leader Worker
Dialogue
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Leadership and behaviour change
Behaviour
Values
Attitudes
Behaviour
Values
Attitudes
Leader Worker
Shared
Understanding
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Behaviours and culture
Behaviour
Values
Attitudes
Understanding
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Dialogue as a Leadership tool for cultural change
Behaviour
Values
Attitudes
Understanding
Behaviour
Values
Attitudes
Understanding
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GLOBE ( Global Leadership and Organizational
Behavior Effectiveness) research program
• Started in 1991
• Use quantitative methods
• Studied 17000 managers
• More than 950 organizations
• 62 different cultures
IAEA Source GLOBE research program
Universally desirable leadership attributes
• Trustworthy
• Positive
• Confidence builder
• Foresight
• Intelligent
• Win-win problem solver
• Administrative skilled
• Excellence oriented
• Just
• Plans ahead
• Dynamic
• Motivational
• Decisive
• Communicative
• Coordinator
• Honest
• Encouraging
• Motive arouser
• Dependable
• Effective bargainer
• Informed
• Team builder
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Universally undesirable leadership attributes
• Loner
• Irritable
• Ruthless
• Asocial
• Non-explicit
• Dictatorial
• Non-cooperative
• Egocentric
Source GLOBE research program