Rebuilding reliability: strategy and coaching in a high hazard industry

Abstract

Purpose

In light of and due to the spike in concern regarding high hazard industries, in general, and nuclear power plants (NPPs) in particular, resulting from the Japanese earthquake and crisis at Fukushima, the purpose of this paper is to offer an innovative organizational development (OD) intervention that may enhance safety and operational performance directed at these critical organizations.

Design/methodology/approach

Drawing on and integrating key elements of strategy, leadership coaching and development and assessment, the authors describe and detail an intervention designed to bring a troubled NPP to a state of reliability.

Findings

It was found that performance improved in a relatively short amount of time from implementing this OD tool.

Practical implications

The findings contained herein may apply to any organization aiming to improve on safety and operational performance.

Originality/value

The paper's findings should appeal to high hazard and high reliability organizations, such as those found within the energy industry, that must continuously strive toward improved operational and safety performance.

Citation

Offstein, E.H., Kniphuisen, R., Robin Bichy, D. and Stephen Childers, J. (2013), "Rebuilding reliability: strategy and coaching in a high hazard industry", Journal of Organizational Change Management, Vol. 26 No. 3, pp. 529-555. https://doi.org/10.1108/09534811311328560