Safety culture as an ongoing process: culture surveys as opportunities for enquiry and change

In their efforts to enhance performance and use resources efficiently the nuclear power industry, along with many other industries, has turned to the improvement of 'culture'. This paper presents an example of one department at a nuclear power plant that faced an apparent problem with its safety culture. This department responded in a creative way that opened up possibilities for self-assessment and learning. In particular, although members of the department used a safety culture survey as a key part of self-assessment, the survey was understood to be an entry point into group interviews and collective discussions with change implications. The safety culture project revealed some surprises about the safety culture and work culture of the plant. In an atmosphere of mostly positive improvements following an earlier crisis, there were some issues that needed management attention. The safety culture survey and group interviews found that safety was not understood consistently and comprehensively, communications up and down the hierarchy were not always effective, and supervisors were being placed in weak positions without the resources to carry out their expanding roles. Management took steps to address these issues and continues to rely on a variety of feedback and communication mechanisms. It tends to hold these survey and enquiry techniques in reserve, as a reactive response when issues arise, although they could also be used as a periodic opportunity for dialogue.