| dc.description.abstract | High-hazard or high-reliability organizations are ideal for the study of organizational
learning processes because of their intense mindfulness regarding problems. We
examine 27 problem investigation teams at 3 nuclear power plants whose task was to
report to management about causes and corrective actions and thereby contribute to
organizational learning and change. Questionnaires were given to team members and
manager recipients of the team reports, and team reports were coded regarding their
analyses and recommendations. Our results showed variable depth and creativity in the
reports, with better reports associated with more team training and experience, and
more diversity of work experience. Ratings of report quality, individual learning, and
plant changes by team members and managers suggested that reports were only
partially effective as boundary objects to reach shared understanding and negotiate
action plans. Team members rated their reports more favorably when they had better
access to information and found generic lessons for the plant and failed barriers that
could have prevented problems. Managers rated reports more favorably when the
teams had more investigation experience, better access to information, and stronger
corrective actions. | en |
