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Culture Can Be Built: Lessons from the PECO Nuclear
Turnaround and Beyond!
Gil Crosby, President, Crosby & Associates
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Early Change Management: Resistance to Soil Conservation
Practices During Dust Bowl years
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Lewin’s Force Field Analysis:The harder you push…the stronger the counter force
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Lewin’s Other Key Findings:
Sustainable results come from Groupversus Individual Change
& Active versus Passive Participation
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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
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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)
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You Need a Critical Mass!
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You Have to Start at the Top!InitiatingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
SustainingSponsor
Daryl Conner
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You Have To Start With Yourself!
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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
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Emotional Intelligence
Emotions are data, and deserve respect.
Feel what you feel, chose what you do.
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Brain Research & Human Behavior
•Fight
•Flight
•Freeze
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Paradigm Change: Personality Versus Systems Thinking
• Personalities
• Interpersonal
• Systemic
FixedTraits
Me YouSkills
Co-Creating
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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
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Black Hole Effect: Change Without Alignment (Quality Circles)
InitiatingSponsor
SustainingSponsor
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.”
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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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