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| | == Summary== | | == Summary== |
| − | Attitude can be seen as the way a person views something or tends to behave towards it, often in an evaluative way. From the point of view of [[Knowledge management|knowledge management]], attitudes are important mainly because they are defined as a part of [[Competency|individual competency]], they help to provide a framework for our knowledge, they affect the organizational culture which includes both [[Safety culture|safety culture]] and [[Knowledge sharing culture|knowledge sharing culture]].
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| | == Description== | | == Description== |
| | ===Attitudes and knowledge=== | | ===Attitudes and knowledge=== |
| − | In literature several functions are given to attitudes, see e.g. the categorization of Katz in [3]. From the point of view of [[KM]], the functions related to [[Knowledge|knowledge]] and [[Value|values]] are the most important ones.
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| − | People need to maintain an organized, meaningful, and stable view of the world. Attitudes and [[Value|values]] and general principles can provide a framework for our knowledge. Attitudes achieve this goal by making things fit together and make sense. Attitudes also serve to express one's central [[Value|values]] and self-concept. [3]
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| − | ===Safety===
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| − | In the IAEA publications, attitudes of individual employees and managers are linked to safety and [[Safety culture|safety culture]] [1]. Attitudes of individuals are part of several safety culture definitions, see e.g. INSAG-4 [2], and in the [[Safety culture|three-level safety culture model]], attitudes are linked to the second level which represents the exposed [[Value |values]] [1]. The safety culture definitions recognize that attitudes are generally intangible, but they lead to tangible manifestations [2]. Attitudes are also connected to the characteristics of good safety culture, e.g. management's commitment to safety, which is linked to their safety attitudes, and the [[Questioning attitude|questioning attitude]] of employees [1].
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| − | ===Effect of attitudes on KM===
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| − | ''Explain why is attitude important from the point of view of KM'': ''[[Sharing|Knowledge sharing]]'', ''[[Knowledge sharing culture]]''
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| − | ===Possibilities to affect attitudes===
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| − | Attitudes of employees are greatly influenced by their working environment [2]. The IAEA safety culture publications give guidance in changing and improving safety culture [1]. Before culture change initiatives, an organization should conduct assessment of the current safety culture, including safety attitudes. Examples of surveys are given e.g. in [1]. Tools for changing attitudes as part of the culture change include using positive role models and putting effort in communication [1]. The possibilities of changing attitudes via safety training are seen low [1].
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| − | == References ==
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| − | [1] Safety culture in nuclear installations Guidance for use in the enhancement of safety culture, IAEA-TECDOC-1329, 2002, http://www-pub.iaea.org/MTCD/publications/PDF/te_1329_web.pdf
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| − | [2] Safety Culture, A report by the International Nuclear Safety Advisory Group, SAFETY SERIES No.75-INSAG-4, 1991, http://www-pub.iaea.org/MTCD/publications/PDF/Pub882_web.pdf
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| − | [3] Wikipedia, http://en.wikipedia.org/wiki/Attitude_(psychology)
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| | ==Related articles== | | ==Related articles== |
