On the organizational learning work process

This paper presents an organizational learning work process for use at nuclear power plants or other high-risk industries. Relying on insights gained from surveying organizational learning activities at, nuclear power plants, the proposed work process synthesizes distributed learning activities and improves upon existing organizational learning processes. A root-cause analysis that targets organizational factors is presented. Additionally, a more accurate and objective methodology for prioritizing operating experience is presented. This methodology was applied to a case study during a workshop with utility personnel held at MIT.