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Title:
Safety management : a qualitative systems approach
Publication Information:
London : Taylor & Francis, 2003
ISBN:
9780415303705

9780415303712
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30000010023724 HV675 S24 2003 Open Access Book Book
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30000010074096 HV675 S24 2003 Open Access Book Book
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30000010169839 HV675 S24 2003 Open Access Book Book
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Summary

Summary

Professionals striving for accident reduction must deal with systems in which both technical and human elements play equal and complementary roles. However, many of the existing techniques in ergonomics and risk management concentrate on plant and technical issues and downplay human factors and "subjectivity." Safety Management: A Qualitative Systems Approach describes a body of theories and data that addresses safety by drawing on systems theory and applied psychology, stressing the importance of human activity within systems. It explains in detail the central roles of social consensus and reliability and the nature of verbal reports and functional discourse.

This text presents a new approach to safety management, offering a path to both greater safety and to economic savings. It presents a series of methodological tools that have proven to be reliable through extensive use in the rail and nuclear industries. These methods allow organizational and systems failures to be analyzed much more effectively in terms of quantity, precision, and usefulness.

The concepts and tools described in this book are particularly valuable for reliability engineers, risk managers, human factors specialists, and safety managers and professionals in safety-critical organizations.


Author Notes

Davies, John; Ross, Alastair; Wallace, Brendan; Wallace, Brendan


Table of Contents

Figuresp. viii
Tablesp. ix
Prefacep. x
Notes on contributorsp. xii
Acknowledgementsp. xiii
1 Safety, risk and responsibilityp. 1
Science and subjectivityp. 1
The need to be safep. 3
Risk and responsibilityp. 3
Voluntary and involuntary actionp. 5
Safety and trust in organisationsp. 8
Better value from safety data in a world of diminishing returnsp. 15
Where is risk situated?p. 17
2 Safety, subjectivity and imaginationp. 18
Knowledge: objective or subjective?p. 21
What kind of science?p. 23
Relativity, quantum mechanics and chaosp. 24
Causality: a property of the world, or all in the mind?p. 31
Safety and imaginationp. 36
Justifying proactive safetyp. 39
3 Predictive validity of near missesp. 43
Introductionp. 43
The background to the common cause hypothesisp. 43
Arguments against the common cause hypothesisp. 48
Testing the hypothesisp. 52
Collecting and analysing minor event reports is a useful thing to dop. 58
4 Confidential reporting as an approach to collecting near miss datap. 59
Why confidential reporting?p. 59
Management supportp. 60
Incentives for reportingp. 63
Preparation and planningp. 64
The CIRAS reporting systemp. 65
Conclusionsp. 70
5 Numbers and words in safety managementp. 71
Introductionp. 71
Triangulationp. 71
The epistemology of incident frequency datap. 73
Case study: Validatory triangulation in a safety management contextp. 75
Dealing with discoursep. 77
Summaryp. 78
6 Hermeneutics and accident reportsp. 79
Backgroundp. 79
Hermeneuticsp. 83
An organisational model of human factorsp. 88
The CIRAS projectp. 88
Kinds of datap. 95
From hermeneutics to actionp. 98
7 Causal attribution and safety managementp. 101
Traditional attribution theoryp. 102
Functional discourse and attributionp. 103
Causal investigation of accidents viewed as a functional actp. 106
Attribution and safety climate/culturep. 111
An attributional analysis of train drivers' explanationsp. 113
Attributions and implicationsp. 115
8 Inter-rater consensus in safety managementp. 119
Introductionp. 119
Definitions of reliabilityp. 120
Problem areas in testing consensusp. 125
Statistical measurements of inter-rater consensusp. 131
Procedures for establishing inter-rater consensus (IRC) and within-rater consensus (WRC)p. 136
Summaryp. 137
9 Error taxonomies and 'cognitivism'p. 139
Originsp. 140
Cognitivismp. 140
Connectionismp. 148
10 Information arousal theory (IAT) and train driver behaviourp. 153
People: controllers of arousalp. 156
Further implicationsp. 163
11 Conclusionsp. 167
Numbers from wordsp. 168
Reliabilityp. 171
Taxonomiesp. 174
Human error, strategic decision or adaptive action?p. 174
It makes economic sensep. 176
Science: induction versus intuitionp. 179
Notesp. 183
Bibliographyp. 193
Indexp. 217
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