ORGANISATIONS AND SAFETY MANAGEMENT

62 Deliverables 2006

1. Recommendations for error management methods to cover computer semiotic defects. A new approach for the classification of software defects has been developed. The approach is based on three aspects of computer semiotics: syntactic, semantic and pragmatic. Syntax faults are incorrect use of language; the program does not pass by the compilers. Typically semantic errors are a discrepancy between two development layers of the software life- cycle; whereas pragmatic errors occur between components on the same development layer. Previous defect classifications have been studied and set preliminary requirements for classifications: orthogonality and completeness. The concepts of the Semiotic Triangle, the Environment Triangle, the Dependence Onion, and the Failure Onion have been defined for focusing the semiotic aspects as orthogonal and completeness as possible.

2. Estimating computer semiotic defects. The proposed computer semiotic classification of defects has been validated by studying a number of incidents involving software errors.

Results of the validation are reported. Evaluation of error management methods in

different phases of automation project has been reported.

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• A scientific article on the assessment of maintenance culture

• Finnish language book on the special characteristics and challenges of safety critical organizations from a work psychological perspective

• Also two conference presentations were held, and one scientific article is in press

• Dissertation on the assessment of organizational culture in nuclear power plant maintenance organizations was submitted for review

• Case study on the training and socialisation of newcomers in maintenance at TVO (2004-2006) was finished. Results and recommendations were presented to the training department of TVO and to the maintenance unit in a confidential report. Conceptual understanding of experienced maintenance workers at TVO was measured and the results were compared to the newcomers’ results.

• Two year case study on organizational culture at the TVO Power Plant Engineering was finished and the results and recommendations presented to the personnel on various occasions.

• The project hosted the first meeting of the Finnish Human Factors and Safety network, which had approximately 70 participants from various safety critical areas. Keynote speaker at the seminar was Professor Emeritus James Reason.

• The project personnel participated in the first meeting of the HUSC (Finnish and Swedish power companies’ Safety Culture and MTO network).

• The project personnel participated in the IAEA SCART-mission to South Africa to evaluate safety culture at PBMR (PTY) Ltd.

• The project personnel participated in the IAEA technical meeting on Event Investigation Techniques in Vienna.

• Co-operation with Mälardalen University has been continued within the NKS-R/OrRe project. Organizational reviews that have been conducted in Nordic NPP maintenance units have been analysed and a progress report has been written on the challenges and requirements of organizational assessments. The project continues in 2007.

• The project personnel have co-authored a book on Nordic perspectives to safety

management (Svenson et al. 2006). Two articles have also been written to the book by

the CulMa personnel.

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Figure 35. Professor James Reason giving a presentation at the first Finnish Human Factors and Safety network meeting hosted by the Culma project in February 2006. The meeting had over 70 participants from various industries and research institutes.

Demands of the core task (as perceived in the organization) Actual boundary of effective and safe activity (as defined by the OCT)

Ineffective and unsafe space

Organizing of work, tools, structures, procedures, allocation of resources Organizing of work, tools, structures, procedures, allocation of resources

Figure 36. Activity in the organization is influenced by the three cultural elements, adapted from Reiman and Oedewald (In press), see also Rasmussen (1997).

Internal integration, norms, motivation, climate Activity in the

organization

Internal integration, norms, motivation, climate

d b

a

Change c

pressures

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2.5.2 Disseminating Tacit Knowledge and Expertise in Organizations (TIMANTTI)

The general objectives of the DIAMOND-project are

• to enhance, develop and facilitate the preserving of tacit, experience based knowledge in nuclear power and

• to develop models and methods to support the tacit knowledge sharing in the NPP context.

The specific objective for the year 2006 was to create new understanding concerning the role of tacit knowledge in NPP control room. The emphasis was on the six-month trainee period at the end of the operator training. During the project the nature and content of tacit knowledge in control room was modelled and challenges for preserving this knowledge were identified.

Deliverables

In 2006, both practically and scientifically important findings were made about preserving of tacit knowledge in NPP control room, specifically during the trainee period of operator training. New information concerning the tacit knowledge sharing it in the control room and especially during the trainee period was produced.

• The content and nature of tacit knowledge in control room was modelled.

• The challenges in preserving and sharing tacit knowledge in control room were identified.

• In the lack of current methods for sharing or preserving tacit knowledge, a new model for the prerequisites and supporting structures for tacit knowledge preserving were introduced. In addition a more detailed apprenticeship method for preserving tacit knowledge during the trainee period was developed.

The suggestions and recommendations for exploitation of results were given in the form of an end report and training sessions for the personnel in the case unit. In addition a general end report gathering the results from the DIAMOND project 2004 – 2006 was published.

Apprenticeship as a Method for Preserving Tacit Knowledge

Good practices for preserving tacit knowledge in studied contexts were identified. These

together with the analysis of literature produced a process model of apprenticeship. It is

utilized in e.g. operator training

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Figure 37. Apprenticeship as a Method for Preserving Tacit Knowledge was studied in the TIMANTTI project.

The Supportive Structure for Preserving Tacit Knowledge

Both organizational and individual prerequisites for implementing tacit knowledge

preserving practices were identified and the interrelatedness of these prerequisites was

described.

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Figure 38. Interrelatedness of prerequisites for implementing tacit knowledge preserving

practices.