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The history of exploration and establishment of new lands, science and technologies has always entailed risk to the health and lives of the explorers. Yet, when it comes to exploring and developing the high frontier of space, the harshest frontier ever, the highest value is apparently not the accomplishment of those goals, but of minimizing, if not eliminating, the possibility of injury or death of the humans carrying them out. For decades since the end of Apollo, human spaceflight has been very expensive and relatively rare (about 500 people total, with a death rate of about 4%), largely because of this risk aversion on the part of the federal government and culture. From the Space Shuttle, to the International Space Station, the new commercial crew program to deliver astronauts to it, and the regulatory approach for commercial spaceflight providers, our attitude toward safety has been fundamentally irrational, expensive and even dangerous, while generating minimal accomplishment for maximal cost. This book entertainingly explains why this means that we must regulate passenger safety in the new commercial spaceflight industry with a lighter hand than many might instinctively prefer, that NASA must more carefully evaluate rewards from a planned mission to rationally determine how much should be spent to avoid the loss of participants, and that Congress must stop insisting that safety is the highest priority, for such insistence is an eloquent testament to how unimportant they and the nation consider the opening of this new
The author, flight director in NASA's Mission Control, tells of the challenges in space flight from the very early years to the current time and of "his own bold suggestions about what we ought to be doing in space now."--Jacket.
We are building systems today-and using computers to control them-that have the potential for large-scale destruction of life and environment. More than ever, software engineers and system developers, as well as their managers, must understand the issues and develop the skills needed to anticipate and prevent accidents. Nancy Leveson examines what is currently known about building safe electromechanical systems and looks at past accidents to see what practical lessons can be applied to new computer-controlled systems.
In nine lively essays, bioethicist J. David Velleman challenges the prevailing consensus about assisted suicide and reproductive technology, articulating an original approach to the ethics of creating and ending human lives. He argues that assistance in dying is appropriate only at the point where talk of suicide is not, and he raises moral objections to anonymous donor conception. In their place, Velleman champions a morality of valuing personhood over happiness in making end-of-life decisions, and respecting the personhood of future children in making decisions about procreation. These controversial views are defended with philosophical rigor while remaining accessible to the general reader. Written over Velleman's 30 years of undergraduate teaching in bioethics, the essays have never before been collected and made available to a non-academic audience. They will open new lines of debate on issues of intense public interest.
This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation, but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark, a social scientist and an organizational consultant, provides a framework to move people through successive stages of psychological safety. The first stage is member safety-the team accepts you and grants you shared identity. Learner safety, the second stage, indicates that you feel safe to ask questions, experiment, and even make mistakes. Next is the third stage of contributor safety, where you feel comfortable participating as an active and full-fledged member of the team. Finally, the fourth stage of challenger safety allows you to take on the status quo without repercussion, reprisal, or the risk of tarnishing your personal standing and reputation. This is a blueprint for how any leader can build positive, supportive, and encouraging cultures in any setting.
From the former United States Ambassador to the United Nations, an inspirational memoir of family, hope, and the power of the American Dream. Decades before their daughter surprised the nation by becoming governor of South Carolina, Nikki Haley's parents had a dream. Ajit and Raj Randhawa were well-educated, well-off Sikhs in the Punjab region of India. But despite their high social status, the Randhawas wanted more for their family-the opportunities that only America could offer. So they left behind all they had known and settled in Bamberg, South Carolina (population: 2,500). As the first Indian family in a small Southern town in the early 1970s, the Randhawas faced ignorance, prejudice, and sometimes blatant hostility. Nikki remembers stopping at a roadside produce stand with her father, who always wore his traditional Sikh turban. Within minutes, two police cars pulled to make sure they weren't thieves. But the Randhawas taught their children that they should never think of themselves as victims. They stressed that if you work hard and stay true to yourself, you can overcome any obstacle. The key is believing that can't is not an option. The family struggled to make ends meet while starting a clothing business in their living room, eventually growing it into a multimillion- dollar success. At age twelve, Nikki started to do the bookkeeping and taxes after school. After graduating from college and entering the business world, she watched business owners like her parents battle government bureaucracy and overregulation. Her frustration inspired her to get into politics and run for the state legislature. That first campaign, against an entrenched incumbent, led to racial and religious slurs and threats-but Haley, like her parents, refused to back down. She won on a promise to fight for reform, lean budgets, and government accountability, which is exactly what she did-much to the dismay of South Carolina's old guard politicians. Soon she had a reputation as a conservative leader who could get things done. In the same state where her family was once ridiculed, she inspired a diverse grassroots following. In November 2010 she was elected South Carolina's first female governor and first nonwhite governor, and only the second Indian American governor in the country. Haley's story, as told firsthand in this inspiring memoir, is a testament to the power of determination, faith, and family. And it's proof that the American Dream is still strong and true in the twenty- first century.
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.
“We need better approaches to understanding and managing software requirements, and Dean provides them in this book. He draws ideas from three very useful intellectual pools: classical management practices, Agile methods, and lean product development. By combining the strengths of these three approaches, he has produced something that works better than any one in isolation.” –From the Foreword by Don Reinertsen, President of Reinertsen & Associates; author of Managing the Design Factory; and leading expert on rapid product development Effective requirements discovery and analysis is a critical best practice for serious application development. Until now, however, requirements and Agile methods have rarely coexisted peacefully. For many enterprises considering Agile approaches, the absence of effective and scalable Agile requirements processes has been a showstopper for Agile adoption. In Agile Software Requirements, Dean Leffingwell shows exactly how to create effective requirements in Agile environments. Part I presents the “big picture” of Agile requirements in the enterprise, and describes an overall process model for Agile requirements at the project team, program, and portfolio levels Part II describes a simple and lightweight, yet comprehensive model that Agile project teams can use to manage requirements Part III shows how to develop Agile requirements for complex systems that require the cooperation of multiple teams Part IV guides enterprises in developing Agile requirements for ever-larger “systems of systems,” application suites, and product portfolios This book will help you leverage the benefits of Agile without sacrificing the value of effective requirements discovery and analysis. You’ll find proven solutions you can apply right now–whether you’re a software developer or tester, executive, project/program manager, architect, or team leader.