In March of 2011, a nuclear meltdown in Japan’s Fukushima Daiichi plant occurred during a 9.0 earthquake. Within a week, the Chinese government stopped approval of construction at more than 40% of its own nuclear energy sites, worldwide.
The primary concern lying beneath these failures in Japan may have been a lack of transparency by the Japanese government, and lack of public involvement in these same nuclear activities. Similarly, the Chinese government may lack the same type of outside involvement, relying largely upon the engagement of groups of experts, who plan and implement the construction of nuclear energy facilities (Chen & Wang, 2012). In our own country, there may be a similar lack of transparency and involvement when it comes to construction activities that could increase public risk and harm. All of this points to current transparency concerns when dealing with world health issues and risks such as Covid-19.
In the midst of our battle with Covid-19, leaders have to be increasingly transparent about exposures and risks at work, as well in public situations. At the same time, workers need to be objective about their exposures, off the job, and in social and recreational settings, which could be similar or greater than their work exposures.
As we eventually return to our workplaces, leaders and workers must learn and practice transparency in a way that leads to reciprocal transparency and increased trust. Organizational leaders will need to be even clearer about hazards and risks that are faced in day-to-day operations. These same leaders must deliberately work to limit fear that may cause workers not report or to under report concerns, near misses, or accidents, all in order to keep their jobs.
As we adapt to this worldwide crisis, it will be up to our organizational leaders to instill calm, and create a safe and open work environment; where workers feel comfortable approaching their leaders in order to voice objective concerns related to their health and safety, and not take on the label of troublemaker. There’s little doubt, as our plants, factories, and worksites start to run full-tilt, the real troublemakers are not those who raise their hands about particular hazards and risks, but those who bring about silence, a lack of mutual transparency, and ultimately, unacceptable consequences. In the end, both leaders and workers must be forthright about their intentions and actions.
References
Chen X. & Wang Q. Regulatory transparency – how China can learn from Japan’s nuclear regulatory failures? Renewable and Sustainable Energy Reviews 2012; 16: 3574 – 3578.