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Regional Basic Professional Training Course in Korea

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<strong>Regional</strong> <strong>Basic</strong> <strong>Professional</strong> <strong>Tra<strong>in</strong><strong>in</strong>g</strong> <strong>Course</strong> (BPTC) on Nuclear Safety<br />

of the tasks move down to "rule based" and f<strong>in</strong>ally "skill based" activities. An<br />

experienced person no longer th<strong>in</strong>ks <strong>in</strong> steps but rather <strong>in</strong> sequences (rules) of<br />

steps that are executed automatically with little attention. In this operational state<br />

the person is more prone to slips and lapses. This carries the danger that a whole<br />

sequence of actions may be omitted or replaced by another sequence (lapse) not <strong>in</strong><br />

the <strong>in</strong>tention of this task.<br />

In addition, another effect may occur that also gives some potential for errors: dur<strong>in</strong>g the<br />

ga<strong>in</strong> of experience, the task becomes less and less demand<strong>in</strong>g for this person. This may<br />

lead to a loss of motivation, which is an essential prerequisite for a good performance.<br />

As a conclusion, automated actions are a result of experience and are needed for efficient<br />

work. To decrease this type of error, it is necessary to analyze the technical and<br />

organizational causes of such underly<strong>in</strong>g automatic response <strong>in</strong> order to modify these<br />

attitudes. To <strong>in</strong>terrupt an automatic action <strong>in</strong>clud<strong>in</strong>g a specific safety risk, it is necessary<br />

to propose other recommendations than “pay attention”, for example, to create a stopp<strong>in</strong>g<br />

po<strong>in</strong>t <strong>in</strong> a phase, or to <strong>in</strong>clude a more conscious action or control and surveillance by<br />

other persons.<br />

Organizations can f<strong>in</strong>d solutions by management of experience. Usually organizations<br />

solve the problem of motivation and the use of too much reflex and cognitive bias <strong>in</strong><br />

work by career development of the skilled person, i.e., by promot<strong>in</strong>g him to a higher<br />

position where he can use his knowledge to supervise people <strong>in</strong> this specific task. These<br />

skills are very precious for organizations for master<strong>in</strong>g the process. These k<strong>in</strong>ds of skills<br />

may be developed <strong>in</strong> large complex tasks where they can get an <strong>in</strong>tegral view of their job.<br />

Personnel should have the opportunity to get experience <strong>in</strong> other related tasks <strong>in</strong> order to<br />

change their po<strong>in</strong>t of view.<br />

❙ 718 ❙

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