Nine Rules for Managing Humans Managing Nuclear Reactors

1. Ownership

A person doing a job—any job—must feel that he owns it and that he will remain on that job indefinitely. If he feels he is a temporary custodian, or is using the job as a stepping stone to a higher position, his actions will probably not take into account the long-term interests of the country.

2. Responsibility

All of these are but different forms of shared responsibility, and shared responsibility means that no one is responsible. Unless the one person truly responsible can be identified when something goes wrong, then no one has been really responsible.

3. Attention to Detail

But when details are ignored, the project fails;

4. Priorities

If you are to manage your job you must set priorities. Too many people let the job set the priorities. On any given day, small, unimportant but seemingly “interesting” trivia pass through an office; you must avoid letting these monopolize your time.

5. Know What Is Going On

I insist that they report the problems they have found in plain English, and that they report the specific action they are taking, and what assistance they need from me. The concept that the use of complex systems can simplify matters is specious.

6. Hard Work

An essential element of carrying out my work is the need to have it checked by an independent source. Even the most dedicated individual makes mistakes. In industry an independent check is usually referred to as “quality control” and is widely used in engineering applications. But the concept is valid for more than just engineering.

8. Formality

In my work an invaluable feature has been the ability to go back a number of years to determine the basis for an action. In this way an emerging problem can be put into proper perspective, and can facilitate taking the action needed for correction. If actions are not formalized, one can never be sure they are understood or executed.

9. Facing the Facts

If conditions require it, one must face the facts and brutally make needed changes despite considerable costs and schedule delays. The man in charge must personally set the example in this area and require subordinates to do likewise. Figuratively, he must, if necessary, kill his own child, regardless of the consequences to himself. After all, he is the trustee for the Government; he is not the owner.