PNNL

Abstract

Abstract: At the 2005 INMM/ESARDA Workshop in Santa Fe, New Mexico, I presented a paper entitled “Changing the Safeguards Culture: Broader Perspectives and Challenges.” That paper described a set of theoretical models that can be used as a basis for evaluating changes to safeguards culture. This paper builds on that theoretical discussion to address practical methods for influencing culture. It takes lessons from methods used to influence change in safety culture and security culture, and examines the applicability of these lessons to changing safeguards culture. Paper: At the 2005 INMM/ESARDA Workshop on “Changing the Safeguards Culture: Broader Perspectives and Challenges,” in Santa Fe, New Mexico, I presented a paper entitled “Changing the Safeguards Culture: Broader Perspectives and Challenges.” That paper, coauthored by Karyn R. Durbin and Andrew Van Duzer, described a set of theoretical models that can be used as a basis for evaluating changes to safeguards culture. This paper updates that theoretical discussion, and seeks to address practical methods for influencing culture. It takes lessons from methods used to influence change in safety culture and security culture, and examines the applicability of these lessons to changing safeguards culture. Implicit in this discussion is an understanding that improving a culture is not an end in itself, but is one method of improving the underlying discipline, that is safety, security, or safeguards. Culture can be defined as a way of life, or general customs and beliefs of a particular group of people at a particular time. There are internationally accepted definitions of safety culture and nuclear security culture. As yet, there is no official agreed upon definition of safeguards culture. At the end of the paper I will propose my definition. At the Santa Fe Workshop the summary by the Co-Chairs of Working Group 1, “The Further Evolution of Safeguards,” noted: “It is clear that ‘safeguards culture’ needs to be addressed if the efficiency and effectiveness are to continue to be improved. This will require commitment and change at all levels, from States to facility operators. Cultural change has to come from good leadership, doing the right thing and ‘beliefs’ are not sufficient – behavior is what counts. We are optimistic that with sufficient effort and the right incentives, change can be accomplished quickly.”