Institutionalize Behaviors

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14th Annual HPRCT Conference June 16 - 20 Delta
Meadowvale Mississauga, ON Canada Hosted by
Institutionalizing Behavior Changes as a
Corrective Action
Frederick J. Forck, CPT 4Konsulting, LLC Fluent
Performance Assessment Phone [phone] Email
fforck_at_embarqmail.com www.4konsulting.com
June 19, 2008
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Background

• Corrective Action Program Owners Group (CAPOG)
  question
• Do you typically identify Corrective Actions to
  Prevent Recurrence (CAPR) for Human Performance
  (HU) events??
• Of twenty-four answers,
• twenty responded Yes
• while four responded No.
• Objective Present a method for sustaining
  corrective actions involving changes in
  organizational behavior.

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Institutionalizaton

• Results Improvement Plan
• Behavior Improvement Plan
• PRB

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Results Improvement Process

• Starts with Opportunity to Improve
• Determine desired results and plan specific
  actions to prevent recurrence
• What/Where is the Gap in Results?
• Determine barriers and specify changes in
  behaviors needed to produce desired results
• Why does the Gap exist? Whats required to close
  it?
• Implement changes
• How are we closing the Gap?
• Evaluate results then maintain or improve.
• Did we close the Gap?

Rummler, Geary A., Serious Performance
Consulting, pg. 16, Figure 2.2, Published by
Pfeiffer for the International Society for
Performance Improvement (ISPI), San Francisco,
CA, 2007
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Behavior Alignment
Senge, Peter. The Fifth Discipline, 1990
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Alignment Flow
INPO 06-003
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Right Picture Envision

• Mental Model
• Vision

PRB
Fred Lake, WD Associates, Inc
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Align Culture Strategy
Strategy
Culture
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Clear Accountability
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Behavior Change
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(No Transcript)
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Degree of Ownership
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Sustaining Change

• Definitions
• Business case, Gaps to plug, Need recognized
• Mental model, vision, desired future state
• Message sent received, Stakeholder consultation
• Motivation, Rewards, Recognition, Celebration
• Training, Practice, Preparation
• Outcomes, Methods, Resources, Schedule
• Time, People, Money, Equipment

• Key Elements
• WII-FO
• Right Picture
• Communication
• WII-FM
• Skills
• Action Plan
• Resources

Janet A. Hale www.CurriculumMapping101.com
teachtucson_at_aol.com 520-241-8797 The Managing
Complex Change Model, by Dr. Mary Lippitt,
founder and president of Enterprise Management,
Ltd.
Whats In It For the Organization
Whats In It For ME
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Sustaining Change

• Key Elements
• WII-FO
• The Right Picture
• Communication
• WII-FM
• Skills
• Action Plan
• Resources

• Expect
• The Status Quo
• Ambiguity
• Misunderstanding
• Slow progress
• Apprehension
• Sputtering Starts
• Frustration

Without Without Without Without Without Without
Without
Janet A. Hale www.CurriculumMapping101.com
teachtucson_at_aol.com 520-241-8797 The Managing
Complex Change Model, by Dr. Mary Lippitt,
founder and president of Enterprise Management,
Ltd.
WII-FO Whats In It For the Organization
WII-FM Whats In It For ME
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Consequences

• Success
• Action to Reinforce Desired Behavior (R)

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Communicate Frame the Picture

• Delivery Methods
• Tell Job Performers what you want.
• Pick words that are easily understood.
• Be to-the-point.
• Make one point at a time then pause to allow it
  to sink in.
• Dont overwhelm with too much at once.
• Balance explaining and listening.
• Ask for summaries and reactions.

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Methods/Questions to Answer
CommunicationMethods
A. What Do You Want Me To Know? B. What Do You
Want Me To Do? C. Whats In It For Me? D. Why Is
This Important? E. What Is The Time-Table? F. How
Will I Know Whats Available? G. How Will I Learn
To Do This? H.Where Will Resources Come From?
Whose Budget? I. Who Will Maintain This? J. What
Will Success Look Like? How Will We Measure It?
Questions To Be Answered
Chris Maimaron, Change Manager, Pilgrim
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Message Map
Job-Site Condition
Worker Behavior
Uneasy
Organizational Values
Frohlichstein, Tripp Media Training Handbook,
MediaMasters, Inc.
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Leveraging the Solution
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Monitor Direct Indirect

• Direct
• Observation
• Coaching
• Indirect
• Performance Indicators
• Trending

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Organizational Alignment Flow w. ABCs
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Active Coaching PlanCoaching Tasks

• Communicate Expectations Clearly
• Train on Expectations
• Trust, but Verify Expectations
• Expectation Reinforcement Accountability
• Reinforce desired behaviors
• Correct undesired behaviors

Tell them what you want Make sure they are
skilled enough Be there Help them make
choice Build self-esteem Maintain self-esteem
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What is the formula for changing behavior to
developa good human performance/safety culture?
Challenge or commend
Changes behavior or anchors good behavior
Observe behavior
Changed behavior or reinforced good behavior

Improved culture
INPO Coach-the-Coach Training
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Feedback

• Give recognition (R)
• Correct/Challenge (R-)

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Key Actions for Giving Recognition

• Catch the Job Performer doing something right.
• Describe the behavior as immediately and
  specifically as possible.
• State how the behavior made a difference to you
  and to the organization.

K. Blanchard and S. Johnson, The One Minute
Manager
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Correct/Challenge Undesired Behavior

• Five General Steps
• Observe then state what you saw.
• Wait (for a response)
• Reinforce (reminder of the expectation)
• Resolve
• Concur

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Performance Indicator Development How is it done?
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Lessons To Be Learned Communication Plan
Verification Practices Process Description, INPO
AP-931, Change Management Plan
Adapted from Entergy Nuclear Northeast Policy
ENN-PL-155, Change Management Policy
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Example Keeping Dose ALARA

• BEFORE
• The 3-year average dose placed the station low in
  the Institute for Nuclear Power Operations (INPO)
  4th quartile performance for PWRs.
• AFTER
• In 2007, online dose performance was in the top
  decile, and the station has consistently lowered
  online dose to industry leading performance.

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Problem/Cause/Solution

• Problem
• Failure to maintain radiation doses as low as
  reasonably achievable during a refueling outage.
• Underlying Influences/Weaknesses
• A culture of expediency that emphasized and
  focused on nuclear safety, production, and
  industrial safety leading to less than adequate
  concentration on dose reduction.
• As such, expectations for keeping dose as low as
  reasonably achievable were inadequate and
  therefore, management had not communicated a
  priority for controlling dose better.
• Administrative controls did not assure documented
  dose exposure concerns would receive appropriate
  consideration, proper priority, and comprehensive
  resolution.

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Goal of the Corrective Actions

• Intervention plan involved plant management
  taking actions to focus the entire plant staff on
  ensuring radiological work is performed in a way
  that maintains dose as low as is reasonably
  achievable.
• Entire focus and accountability for dose
  performance shifted from the Radiation Protection
  Department alone to a shared responsibility
  between RP and responsible plant departments and
  activity coordinators.

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General Corrective Actions

• Identify desired behaviors actions for reducing
  dose.
• Communicate the expectations for reducing dose
  exposure.
• Provide thorough and effective training and
  pre-job briefings.
• Monitor, track, and review dose performance for
  each job on a daily basis. Consistently focus on
  and manage each millirem (mrem) of dose during
  both normal operations and outages.
• Establish an aggressive station review committee
  to provide plant wide oversight of dose controls.
• Reward and reinforce personal responsibility for
  radiation dose.

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Example Uneasy Attitude

• Human Performance Cross Cutting Issue
• Cultural traps Assumptions, Confirmation Biases,
  and Limited Perspectives.
• Unsafe Attitude called the Pollyanna Effect
  which promoted an inaccurate perception of risk
  by the organization.
• This belief in the station culture created flaws
  in the organizations mental model
  (vision/picture) of needed excellent behaviors

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Goal of the Corrective Actions

• Engrain the Healthy Attitude called Uneasiness
  into the culture by rewarding and reinforcing Job
  Performer behaviors
• which expect success, but anticipate failure
• which are intolerant toward uncertainty and error
  traps in work coordination and procedures/instruct
  ions/design documents--the top Flawed Defenses
  influencing the HU Cross Cutting Issue and
• which demonstrate rigorous use of human
  performance tools.

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General Corrective Actions

• Define the Uneasiness standard/ expectations
  (find out what good looks like by benchmarking,
  etc.)
• Paint the Right Picture.Site Human Performance
  Steering Committee
• Communicate standard / expectations
• Monitor expected behaviors and results
• Feedback /- Positively reinforce desired
  behaviors/correct inappropriate behaviors.

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Questions?