Behold the power of the Internet Archive Wayback Machine!
On Oct 2, 2018, at 1:55 PM, Jeffrey Your, CSMM <00000506835eb4f7-dmarc-request**At_Symbol_Here**LISTS.PRINCETON.EDU> wrote:For some reason this article is now locked up. Anyone have a pdf of it they can post or send me?thanks.--- For more information about the DCHAS-L e-mail list, contact the Divisional membership chair at membership**At_Symbol_Here**dchas.org Follow us on Twitter **At_Symbol_Here**acsdchasOn Fri, Sep 28, 2018 at 9:39 AM, Ralph Stuart <000005bc294e9212-dmarc-request**At_Symbol_Here**lists.princeton.edu> wrote:There is a very interesting discussion of safety management practices at
The introductory paragraphs are an indication of the larger argument of the post.
WHY DO THINGS GO RIGHT?
In his 2014 Safety I and Safety II: The past and future of safety management, Erik Hollnagel makes the argument that we should not (just) try to stop things from going wrong. Instead, we need to understand why most things go right, and then ensure that as much as possible indeed goes right. It seems so obvious. Yet it is light years away from how most organizations =E2=80=98do' safety today, with their focus on low numbers of lagging indicators, incidents and injuries.
That said, many organizations have now begun to recognize the severe organizational deficiencies, cultural problems and ethical headaches that lag indicators create for them.
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