Culture can be built: Lessons from the PECO nuclear turnaround - A strong nuclear safety culture and a high productivity culture are based on the same behavioral foundations, and can be reliably implemented and sustained

In 1987 the Nuclear Regulatory Commission (NRC) shutdown Peach Bottom Atomic Station (PBAPS) due to human performance issues. When the Philadelphia Electric Company (PECO) began rebuilding their Nuclear organization, they happened upon Robert P. Crosby, one of a legion of resources brought to bear on the organization. Crosby began applying the same techniques he had been honing since the 1950s. His prior experience with DOE and Rancho Seco Nuclear helped open the door. At Rancho Seco he crafted a turnaround on an MOV project that was months behind schedule (unfortunately, that effort and additional culture change work was wasted when the public voted to shut down the site permanently). At PECO, Crosby emerged as the leader of the extensive organizational development activity that took place in the wake of the shutdown. The following paper explores Crosby’s methods, which have been replicated in numerous organizations, and continue to be utilized today.