ABSTRACT
Different parts of the Nuclear Power Plants organization have their own meetings and ways of discussing and analyzing occurring problems. There are also many decision forums on different levels of the organizations. The focus clearly shifted from the operations view to a system view of the problems popping up in the meeting. It is emphasized that detected problems somewhere in the organization must be made known and should be given full attention in a forum where different competencies are present. Strange deviations need the attention of many parts of, and all levels of, the organization for fast action. Different organizational parts and levels that act as opponents to decisions taken or ongoing analysis, reduces the risks for staying on the wrong operating track and makes responses to weak signals and diffuse safety states and unforeseen events easier. Diffuse problems could therefore slip through the organizational structure of meetings.
