Nuclear Waste Management

Organization Change: Leadership Speaks the Future, Management Makes It Happen (2018.Leadership & Management)

Published in Waste Management Symposia, 2018.  The WM Symposia would like to congratulate you on achieving the rating of a “Superior” paper at the WM 2018 Conference, Paper # 18462 “Organization Change: Leadership Speaks the Future, Management Makes It Happen” was presented in Session # 050 Innovations and Performance Solutions to Workplace Management.

Upgrade Your Work Plans for Better Performance (2016.Upgrade Your Work Plans & Perf. Circle)

Published in Waste Management Symposia, February 2016

Stop Managing People, Start Managing Agreements (2015.Stop Managing People)

Published in Waste Management Symposia, February 2015

Workplace Management: Performance is a Deliverable (2014.Workplace Management)

Published in Waste Management Symposia, February 2014

Public Resistance is Waste-Based and What To Do About That  (2013.Public Resistance is Waste-Based)

Published in Waste Management Symposia, February 2013

“Nuclear Communicators” connect a highly advanced sci-tech world with the world of everyday living. One challenge is helping stakeholders fit together three Big Ideas: (1) the valuable nuclear energy resource, (2) nuclear energy’s invisible mortal dangers and potential bad-guy threats, and (3) critical scientific and engineering knowledge that is far over the heads of average (grade 8) USA reading levels. This article provides an overview of what does – and doesn’t – work in our public communications.

Taming the Wild World of Management, Performance, and Communication (2013.Taming the Wild World of Management)

Published in Waste Management Symposia, February 2013

Management has evolved a long way from its original meaning of “governing a horse”. The industrial revolution fostered “scientific management”; 1930’s Hawthorne studies discovered that people’s social interactions could alter productivity; and the dawn of the computer age in the post-war 1950’s brought general systems theory into management thinking. Today, mobile wireless connectivity aims to transform ever-changing networks of players, mandates, and markets into something that can be “managed”. So why is there no clear and simple recipe for how to practice management? This article develops three standard practices for managing in a network: (1) dialogues for productive relationships, (2) scoreboards for goals and deliverables, and (3) feedback for performance. These ingredients are useful for more than reaching goals – they also support cross-boundary work and more productive meetings. Together they constitute a recipe for managing in a networked world.

Public Communication: Engaging Citizens in the Nuclear Conversation (2011.Public Communication, Nuclear Conversation)

Published in Waste Management Symposia, February 2011

How do we engage public citizens in recognizing – and participating in – a new era of nuclear energy? The basic elements of productive interaction are conversations that (a) create closure of the past, (b) initiate a new possibility, (c) support a dialogue for understanding, and (d) create new agreements for performance. These four elements can be assembled to construct a dialogue that will help people discuss, learn, and develop new ideas for an increasingly likely new nuclear future, as well as fresh perspectives, a resurgence of learning, and greater intellectual awareness of nuclear energy.

Project Management: Managing a Performance Network of Agreements and Delivrables (2011.Project Management Tools)

Published in Waste Management Symposia, February 2011

Traditional project management tools, including process mapping and workflow design, can support the definition of specific activities or routines for portions of a project. But they are not the performance tools that are useful for the people who will do the work of fulfilling project objectives. Activity-based management tools emphasize doing work instead of delivering work products. The challenge for today’s Project Managers is to design, implement, and synchronize a network of performance agreements that will help the “doers” collaborate with others to achieve project objectives. Included is a list of the “top ten tips” on how to conserve a Project Manager’s time, talent, and temper by managing a project as a performance network.