culture can be built: lessons from the peco nuclear...
TRANSCRIPT
Culture Can Be Built: Lessons from the PECO Nuclear
Turnaround and Beyond!
Gil Crosby, President, Crosby & Associates
Early Change Management: Resistance to Soil Conservation
Practices During Dust Bowl years
Lewin’s Force Field Analysis:The harder you push…the stronger the counter force
Lewin’s Other Key Findings:
Sustainable results come from Groupversus Individual Change
& Active versus Passive Participation
Target of Change: Culture
What is culture? Behaviors and Beliefs
These only change if it really makes sense to the person being asked to change
Nuclear Safety Behaviors• Willingness to surface issues• Willingness to talk about (self-assess) what
it’s like to surface issues• Leadership skilled at listening to and
exploring issues from below without responding defensively (even if they feel defensive)
• Willingness to consider what’s it like for the people below you to come to you with issues
• Clear process for managing issues (including follow-up with person who raised the issue)
You Need a Critical Mass!
You Have to Start at the Top!InitiatingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
Daryl Conner
You Have To Start With Yourself!
Emotional Intelligence“At any point in life, neural connections used
over and over become stronger, while those not used weaken.”
Leadership Competencies:
1. Self-Awareness2. Self-Management3. Social Awareness4. Relationship Management
Daniel Goleman
Emotional Intelligence
Emotions are data, and deserve respect.
Feel what you feel, chose what you do.
Brain Research & Human Behavior
•Fight
•Flight
•Freeze
Paradigm Change: Personality Versus Systems Thinking
• Personalities
• Interpersonal
• Systemic
FixedTraits
Me YouSkills
Co-Creating
Systems Thinking1. Focuses on the interactive process rather than
the symptomatic content Q: How are we co-creating that outcome?
2. Eliminates symptoms by modifying system rather than by trying to change the dysfunctional part directly Q: How can we co-create the outcomes we want?
3. Predicts how a given part is likely to function not by analyzing its nature but by observing its position in the system
Edwin Friedman
Black Hole Effect: Change Without Alignment (Quality Circles)
InitiatingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
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Crosswork Matrix
Relationship-Dominant Bullseye!
Muddle inthe Middle
Limbo Task-Dominant
-2-1
0
+1+2+3+4
+5
+6
SystemHealth
0
-2 -1 +1 +2 +3 +4 +6
+5
Task Component Clarity
Leader'sInteractive
SkillStages
From “Working the Crosswork Puzzle,”R.P. Crosby, LIOS Publishing, 1994
0 +5+1 +2 +3 +4 +6
Task Components Scale
Desperate HeroicEfforts
Dissatisfaction withthe Status Quo
State of Resignation
Initiating SponsorIdentified
SPA Chosen
Sustaining SponsorsIdentified
Decision MatrixDeveloped
Time-Line withMilestones
Public Kick-off &Continuous Monitoring
-2 -1
Characteristics of Healthy and Unhealthy Systems
Dimension Unhealthy System Healthy System
Management Frantic Centered
Influence None Appropriate
Alignment Not well aligned Well aligned
Communication Gossip-closed Openness and dialogue
ConsequenceManagement
Capricious discipline Clear consequence
Decision-making Consistently extreme(either consensual orauthoritarian)
Flexible and clear
Interactive Skill Low High
Task Goals Unclear Clear
Accountability Fuzzy Single-point
Implementation Poor Effective
Rewards None Appropriate
Sponsorship Poor Clear
Leader’s Interactive Skill Scale
Stage Description of Level Inner Beliefs &Perceptions of Reality
High+6
Empathic connection withothers, yet still decisive
“I can walk in yourmoccasins and be myselfwhich includes beingdecisive.”
+5Is clear about wants “I’ll tell you what I need
in order to succeed.”
+4Acknowledgment of one’sown part in theinteraction
“I help create the dance.”
Medium +3 Non-blaming; is specificabout behavior andemotions
“Telling it straight is togive non-interpretive feedback.”
+2Blaming, but isbehaviorally specific
“Naming your behaviorsproves my judgment.”
+1Inner awareness, butmanifest in blaming
“My judgments are thetruth about you.”
Low0
Inner awareness, butnon-communicative
If I stay quiet, things willbe ‘cool.’”
-1
Inner awareness, butoutward distortion
“Telling the truth willmakeit worse.”
-2
Unaware, with “cool”blaming
“Let reason conqueremotions.”
Summary• Start with Yourself
• Think and Act Systemically
• Without Emotional Intelligence, Leadership is Impaired in its Capacity to Foster the Mutual Respect Essential to Nuclear Safety Culture
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