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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 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.
Building on the success of the 2007 original, Dekker revises, enhances and expands his view of just culture for this second edition, additionally tackling the key issue of how justice is created inside organizations. The goal remains the same: to create an environment where learning and accountability are fairly and constructively balanced. The First Edition of Sidney Dekker’s Just Culture brought accident accountability and criminalization to a broader audience. It made people question, perhaps for the first time, the nature of personal culpability when organizational accidents occur. Having raised this awareness the author then discovered that while many organizations saw the fairness and value of creating a just culture they really struggled when it came to developing it: What should they do? How should they and their managers respond to incidents, errors, failures that happen on their watch? In this Second Edition, Dekker expands his view of just culture, additionally tackling the key issue of how justice is created inside organizations. The new book is structured quite differently. Chapter One asks, ‘what is the right thing to do?’ - the basic moral question underpinning the issue. Ensuing chapters demonstrate how determining the ‘right thing’ really depends on one’s viewpoint, and that there is not one ‘true story’ but several. This naturally leads into the key issue of how justice is established inside organizations and the practical efforts needed to sustain it. The following chapters place just culture and criminalization in a societal context. Finally, the author reflects upon why we tend to blame individual people for systemic failures when in fact we bear collective responsibility. The changes to the text allow the author to explain the core elements of a just culture which he delineated so successfully in the First Edition and to explain how his original ideas have evolved. 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. Those familiar with the earlier book and those for whom a just culture is still an aspiration will find much wisdom and practical advice here.
Conklin's book is an interesting and informal discussion with the reader about the 5 Principles of Human Performance principle by principle, chapter by chapter. These 5 theroies about how humans perform in organiations are principles, the building blocks of Human Performance, through which we have established a new way to think about safety and reliability in our worlds. ...and changing the way we think about work is a vital step towards improvement.Work never stops and work is never normal. This idea would scare a mere-mortal manager, but an enlightened leader knows the power of continuous learning and improvement. Work is constantly in motion, therefore learning must continue. Work is never the same, therefore we never really know how work is being done. If we don't know how we perform work how will we know how we can improve?The 5 Principles of Human Performance are, in a sense, a repository of the central values of Human Performance. Keeping these principles at the core of our thinking, training, and practices will allow the basic building blocks of this philosophy to help organizational programs reduce the normal philosophical drift that is present and predictable in all safety programs. Having these espoused principles keeps us all honest and keeps our Human Performance effort on track and successful.
This book is a set of new skills written for the managers that drive safety in their workplace. This is Human Performance theory made simple. If you are starting a new program, revamping an old program, or simply interested in understanding more about safety performance, this guide will be extremely helpful.
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
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
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.
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 resulted in new roles, decisions, and vulnerabilities whilst practitioners are also faced with new levels of complexity, adaptation, and constraints. It is becoming increasingly apparent that conventional approaches to safety and human factors are not equipped to cope with these challenges and that a new era in safety is necessary. In addition to new material covering changes in the field during the past decade, the book takes a new approach to discussing safety. The previous edition looked critically at the answers human factors would typically provide and compared/contrasted them with current research and insights at that time. The edition explains how to turn safety from a bureaucratic accountability back into an ethical responsibility for those who do our dangerous work, and how to embrace the human factor not as a problem to control, but as a solution to harness. See What’s in the New Edition: New approach reflects changes in the field Updated coverage of system safety and technology changes Latest human factors/ergonomics research applicable to safety Organizations, companies, and industries are faced with new demands and pressures resulting from the dynamics and nature of the modern marketplace and from the development and introduction of new technologies. This new era calls for a different kind of safety thinking, a thinking that sees people as the source of diversity, insight, creativity, and wisdom about safety, not as the source of risk that undermines an otherwise safe system. It calls for a kind of thinking that is quicker to trust people and mistrust bureaucracy, and that is more committed to actually preventing harm than to looking good. This book takes a forward-looking and assertively progressive view that prepares you to resolve current safety issues in any field.