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The second edition of a bestseller, Safety Differently: Human Factors for a New Era is a complete update of Ten Questions About Human Error: A New View of Human Factors and System Safety. Today, the unrelenting pace of technology change and growth of complexity calls for a different kind of safety thinking. Automation and new technologies have resu
Safety has traditionally been defined as a condition where the number of adverse outcomes was as low as possible (Safety-I). From a Safety-I perspective, the purpose of safety management is to make sure that the number of accidents and incidents is kept as low as possible, or as low as is reasonably practicable. This means that safety management must start from the manifestations of the absence of safety and that - paradoxically - safety is measured by counting the number of cases where it fails rather than by the number of cases where it succeeds. This unavoidably leads to a reactive approach based on responding to what goes wrong or what is identified as a risk - as something that could go wrong. Focusing on what goes right, rather than on what goes wrong, changes the definition of safety from ’avoiding that something goes wrong’ to ’ensuring that everything goes right’. More precisely, Safety-II is the ability to succeed under varying conditions, so that the number of intended and acceptable outcomes is as high as possible. From a Safety-II perspective, the purpose of safety management is to ensure that as much as possible goes right, in the sense that everyday work achieves its objectives. This means that safety is managed by what it achieves (successes, things that go right), and that likewise it is measured by counting the number of cases where things go right. In order to do this, safety management cannot only be reactive, it must also be proactive. But it must be proactive with regard to how actions succeed, to everyday acceptable performance, rather than with regard to how they can fail, as traditional risk analysis does. This book analyses and explains the principles behind both approaches and uses this to consider the past and future of safety management practices. The analysis makes use of common examples and cases from domains such as aviation, nuclear power production, process management and health care. The final chapters explain the theoret
Next Generation Safety Leadership by Clive Lloyd Pdf
Next Generation Safety Leadership illustrates practical applications that bring theory to life through case studies and stories from the author's years of experience in high-risk industries. The book provides safety leaders and their organisations with a compelling case for change. A key predictor of safety performance is trust, and its associated components of integrity, ability and benevolence (care). The next generation of safety leaders will take the profession forward by creating trust and psychological safety. The book provides safety leaders with actionable goals to enable positive change and translates academic languages into practical applications. It leaves the reader with a clear strategy to move forward in developing a safety plan and utilizes stories, humor, and case studies set in high-risk industries. Written primarily for the safety community and can be used to influence day to day safety operations in high-risk organisations.
While many organizations see the value of creating a just culture they struggle when it comes to developing it. In this Second Edition, Dekker expands his views, additionally tackling the key issue of how justice is created inside organizations. Dekker also introduces new material on ethics and on caring for the' second victim' (the professional at the centre of the incident). Consequently, we have a natural evolution of the author's ideas.
Increased concern for patient safety has put the issue at the top of the agenda of practitioners, hospitals, and even governments. The risks to patients are many and diverse, and the complexity of the healthcare system that delivers them is huge. Yet the discourse is often oversimplified and underdeveloped. Written from a scientific, human factors
Ten Questions About Human Error by Sidney Dekker Pdf
Ten Questions About Human Error asks the type of questions frequently posed in incident and accident investigations, people's own practice, managerial and organizational settings, policymaking, classrooms, Crew Resource Management Training, and error research. It is one installment in a larger transformation that has begun to identify both deep-rooted constraints and new leverage points of views of human factors and system safety. The ten questions about human error are not just questions about human error as a phenomenon, but also about human factors and system safety as disciplines, and where they stand today. In asking these questions and sketching the answers to them, this book attempts to show where current thinking is limited--where vocabulary, models, ideas, and notions are constraining progress. This volume looks critically at the answers human factors would typically provide and compares/contrasts them with current research insights. Each chapter provides directions for new ideas and models that could perhaps better cope with the complexity of the problems facing human error today. As such, this book can be used as a supplement for a variety of human factors courses.
While worker safety is often touted as a companys first priority, more often than not, safety activity is driven by compliance to legislation rather than any safety improvement initiative. Lean takes a proactive approach it is not contingent on legislation. A serious Lean effort will tear apart an old inefficient entitlement-riddled culture and
What does the collapse of sub-prime lending have in common with a broken jackscrew in an airliner’s tailplane? Or the oil spill disaster in the Gulf of Mexico with the burn-up of Space Shuttle Columbia? These were systems that drifted into failure. While pursuing success in a dynamic, complex environment with limited resources and multiple goal conflicts, a succession of small, everyday decisions eventually produced breakdowns on a massive scale. We have trouble grasping the complexity and normality that gives rise to such large events. We hunt for broken parts, fixable properties, people we can hold accountable. Our analyses of complex system breakdowns remain depressingly linear, depressingly componential - imprisoned in the space of ideas once defined by Newton and Descartes. The growth of complexity in society has outpaced our understanding of how complex systems work and fail. Our technologies have gotten ahead of our theories. We are able to build things - deep-sea oil rigs, jackscrews, collateralized debt obligations - whose properties we understand in isolation. But in competitive, regulated societies, their connections proliferate, their interactions and interdependencies multiply, their complexities mushroom. This book explores complexity theory and systems thinking to understand better how complex systems drift into failure. It studies sensitive dependence on initial conditions, unruly technology, tipping points, diversity - and finds that failure emerges opportunistically, non-randomly, from the very webs of relationships that breed success and that are supposed to protect organizations from disaster. It develops a vocabulary that allows us to harness complexity and find new ways of managing drift.
Safety Performance Reimagined by Rod Ritchie,Brett Read Pdf
This book reimagines how safety performance is done. The two authors share case studies and stories from decades of experience working with companies globally to create sustainable safety performance in high-risk operations. It takes a practitioner's approach to translate academic theory into practical steps that can be used from the boardroom to the frontline. Safety is ultimately about people. Safety Performance Reimagined identifies the need for a sociotechnical approach and introduces the concept of 4-Dimensional Safety which successfully navigates the complex interplay between people, technology, systems, the structures, and the markets they operate in. How do leaders and the people conducting operations in complex environments create resilient, safe, and sustainable performance? The conventional approach fails to equip organizations to handle the complex interplay between people and technology in workplaces. Safety Differently, Safety-II, and HOP have all contributed to answering the "what's missing" question. They address the Why and the What of the New View of safety, but there is one more piece that needs more exploration--the How.This book provides proven practical solutions and outlines 'How' organizations can achieve sustainable safety performance.
Safety is broken. The people who are responsible for helping you stay safe should be at the top of your Christmas card list, but all too often they are despised, ridiculed and ignored. But safety management is beginning to be challenged. Businesses have begun to realise that what they have been doing is no longer providing any additional value. The same issues are repeatedly raised by corporate leadership: How do we get our workforce engaged in safety? How do we improve safety systems to gain commitment from all employees? How do we improve safety understanding to make the case for change? How do we embed safety as an integral part of culture in an environment of ongoing change and cost pressure? Challenging the Safety Quo makes the case for change based on stagnating performance, identifies areas where there are problems and proposes alternative ways to progress. Provocative but practical, it outlines the business benefits to be gained from putting in place the right approaches to managing safety, although not in the way traditionally presented by most safety managers. This book translates theory into practice; putting an accessible, practical and usable spin on cutting-edge thinking in safety.
Work has never been as safe as it seems today. Safety has also never been as bureaucratized as it is today. Over the past two decades, the number of safety rules and statutes has exploded, and organizations themselves are creating ever more internal compliance requirements. At the same time, progress on safety has slowed to a crawl. Many incident- and injury rates have flatlined. Worse, excellent safety performance on low-consequence events tends to increase the risk of fatalities and disasters. Bureaucracy and compliance now seem less about managing the safety of the workers we are responsible for, and more about managing the liability of the people they work for. We make workers do a lot that does nothing to improve their success locally. Paradoxically, such tightening of safety bureaucracy robs us of exactly the source of human insight, creativity and resilience that can tell us how success is actually created, and where the next accident may well happen. It is time for Safety Anarchists: people who trust people more than process, who rely on horizontally coordinating experiences and innovations, who push back against petty rules and coercive compliance, and who help recover the dignity and expertise of human work.
The Practice of Learning Teams by Glynis McCarthy,Brent M Robinson Pdf
Learning Teams from Dr Todd Conklin, PhD, are part of a way of looking at safety, quality and operational excellence differently by a facilitated approach to worker engagement and supporting the empowerment of people to own safety, quality or operational excellence. A Learning Team is notable because it encourages organizations to obtain and consider different perspectives and angles of functional diversity to define a problem in a group context. The different perspectives that emerge from a Learning Team group demonstrate that no one person holds all the knowledge needed to solve complex problems.A Learning Team involves facilitated engagement (using a facilitator) with workers to understand and then learn from the opportunities that are presented by:1) Everyday successful and safe work (Everyday Learning Teams)2) Events or incidents that could have or did harm workers (Event Learning Teams)3) Introduction of changes (Management of change) that could affect worker safety (Periodic Learning Teams).Learning Teams support both worker learning and organizational learning by allowing the different stakeholders groups to understand better what, when, how, and why, people do things differently rather than following formal, written procedures or systems. By understanding what is necessary to make sure things go right, it is possible to focus on ensuring that factors which make things go right are present in the workplace every day. In the book Dr Todd Conklin states: "The Practice of Learning Teams will become a powerful resource in changing the way organizations learn and improve their operations. This book is easy to read and full of great concepts that can be used as soon as you read them. I love a book where you read an idea in the morning and try the same idea that very afternoon."This book has been written to act as a guide on how to:1) Integrate Learning Teams into your organization2) Improve worker learning and build critical thinking skills for workers in their everyday work3) Improve organizational learning using Learning Teams4) Become an effective Learning Teams facilitator by understanding what core capabilities and competencies are neededThroughout this book, we will explore examples of applications of Learning Teams in safety, quality and operational excellence.As the reader, you will gain additional knowledge and understanding about Learning Teams in the context of:1) The expected outcomes of a Learning Team2) Where you are at and how you become an effective Learning Team facilitator3) Learning about what makes a successful Learning Team4) When you can use a Learning Team to build and improve worker knowledge5) When you can use a Learning Team to build and improve organizational knowledge6) An opportunity to see the different contexts in which a Learning Team can add value7) Reflecting and learning from real-life experiences where Learning Teams have been successful, and considering the pitfalls that make them less effective.
Environmental tragedies such as Chernobyl and the Exxon Valdez remind us that catastrophic accidents are always possible in a world full of hazardous technologies. Yet, the apparently excellent safety record with nuclear weapons has led scholars, policy-makers, and the public alike to believe that nuclear arsenals can serve as a secure deterrent for the foreseeable future. In this provocative book, Scott Sagan challenges such optimism. Sagan's research into formerly classified archives penetrates the veil of safety that has surrounded U.S. nuclear weapons and reveals a hidden history of frightening "close calls" to disaster.
Foundations of Safety Science by Sidney Dekker Pdf
How are today’s ‘hearts and minds’ programs linked to a late-19th century definition of human factors as people’s moral and mental deficits? What do Heinrich’s ‘unsafe acts’ from the 1930’s have in common with the Swiss cheese model of the early 1990’s? Why was the reinvention of human factors in the 1940’s such an important event in the development of safety thinking? What makes many of our current systems so complex and impervious to Tayloristic safety interventions? ‘Foundations of Safety Science’ covers the origins of major schools of safety thinking, and traces the heritage and interlinkages of the ideas that make up safety science today. Features Offers a comprehensive overview of the theoretical foundations of safety science Provides balanced treatment of approaches since the early 20th century, showing interlinkages and cross-connections Includes an overview and key points at the beginning of each chapter and study questions at the end to support teaching use Uses an accessible style, using technical language where necessary Concentrates on the philosophical and historical traditions and assumptions that underlie all safety approaches
The Field Guide to Human Error Investigations by Sidney Dekker Pdf
This title was first published in 2002: This field guide assesses two views of human error - the old view, in which human error becomes the cause of an incident or accident, or the new view, in which human error is merely a symptom of deeper trouble within the system. The two parts of this guide concentrate on each view, leading towards an appreciation of the new view, in which human error is the starting point of an investigation, rather than its conclusion. The second part of this guide focuses on the circumstances which unfold around people, which causes their assessments and actions to change accordingly. It shows how to "reverse engineer" human error, which, like any other componant, needs to be put back together in a mishap investigation.