Nuclear Security Culture: Behaviors

So another area, of course, a set of behaviors
that we are looking for is both leadership behaviors and individual behaviors. And we
typically do divide these into two sections. The leadership management in an organization
or a facility does have a set of responsibilities or behaviors that are typically not as much
seen within all of the individuals. Those include setting standards and expectations
for all of the employees at a facility. If, as a leader, I project to you a certain set
of expectations, then the employees will try to manage those expectations and make those
things come true. My use of authority, does the leadership abuse
their authority? We will pause on this for a second and talk about this as well. One
area that you may have seen this before is when a manager comes to a facility, and that
manager bypasses the external, the screening process, the physical security screening process,
that occurs there. For example, they drive up to the facility, and normally that would
include, let’s say, a search of the vehicle, maybe a radiation detector is used to search
the vehicle. They open up the trunk of the vehicle. They look inside of it, those sorts
of things. Well, the manager shows up, and he says, “Oh, no, you don’t need to do that
for me. I’m the manager. I have this authority. I can go past it.” That’s an abuse of authority.
Now, think of what that behavior meant to the other employees. Other employees said,
“Well, this searching that we are doing really isn’t that important. It’s only important
for the bad guy. For everybody else, it’s not important.” That’s a bad culture right
there. We don’t want that. We want to understand that everybody needs to have that search done,
regardless of whether or not they are management or if they’re just the regular employees at
the facility. Think about why that is. Maybe that manager was under duress. Maybe he was
being forced to bring somebody or something into that facility that they didn’t want to.
Maybe that manager didn’t even know that there was something in the trunk of his car. So,
there is no reason to believe that just because he’s a manager that he should bypass that
security system. Good decision making, the processes associated
with good decisions is a key component of overall security, and that behavior will also
project down to the employees. Good supervision of the employees, and the involvement of the
staff in the decision process. So, in an organization, to have good culture and to have good overall
effective security, there is a portion where the management and the leadership needs to
project to the employees, but there also needs to be a portion where the management and the
leadership takes feedback from the employees and involves them in the overall process.
If they are not involved in the overall process, then the individuals at the facility may not
claim ownership for the policies and procedures that are being conducted there.
Open communications, leadership needs to be able to communicate with the individuals at
a facility, and improving performance, have an expectation of better and better performance
at a facility. Let’s talk about that for a second as well. Oftentimes at many facilities
what we see is we put a great physical security system in place when we build it, and then
it starts to decay. Detectors start to fail. Doors start to erode. Things start to happen,
and the system starts to get worse and worse. That basic behavior gets created when you
don’t have a culture of continuous improvement. If you have a culture of continuous improvement,
then instead, the personnel and the individuals who work in that facility, when they see that,
they are going to say, “Hey, we need to improve upon these systems. We need to make them better,
not allow them to decay. Alright, individual behaviors. Every individual
at a facility, and this really goes to both the management and the employees, have a particular
set of behaviors that we look for as well. Professional conduct. Do they conduct themselves
professionally in the workplace? Personal accountability. If they make a mistake, do
they feel, “I am accountable for the mistakes that I make? And I’m even going to point those
out. Hey, I made this particular error. I’m going to point that out, even if there may
be some repercussions for me or maybe there isn’t.” Following proper procedures. Following
those procedures that we have outlined. Teamwork and collaboration. That’s a major component
of overall culture that, if as an employee at a facility I feel like I’m part of a team,
then I’m much less likely to conduct malicious acts against that facility, because I don’t
want to hurt my team members. Questioning and reporting, we talked about that previously,
and then open communications. That again, everyone in the facility, not just management,
has a responsibility for communication, that if they see things that are not being done
in the way that they believe they should be done or not most effectively done, they have
a responsibility to point that out to management. You can’t assume that the management personnel
or the security personnel are going to see that on their own. Part of our job, all of
our jobs, is to point that out.

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