| Description |
xx, 168 pages ; 24 cm |
| Contents |
Contents note continued: 5.Air Traffic Control--'When you Kick a Ball you Don't Know Where it's Going to Land' -- 5.1.Site and Operational Context -- 5.2.Operational Decision-making -- 5.3.Reporting and Recording Decisions and Incidents -- 5.4.Organizational Attitudes Towards Safety Decision-making -- 5.5.Summary -- pt. B ACTING BOTH AS EMPLOYEES AND AS PROFESSIONALS -- 6.Decision-making and Identity -- 6.1.Organizational Identity -- 6.2.Organizational Authority -- 6.3.Professional Priorities versus Organizational Priorities -- 6.4.Experience -- 6.5.Public Trust -- 6.6.Summary and Concluding Comments -- 7.Rules and Compliance -- 7.1.Quality Management and Safety -- 7.2.Implementing Effective Operating Limits -- 7.3.Setting a Line in the Sand -- 7.4.Summary and Concluding Comments -- 8.Professionals at Work -- 8.1.Anticipation and Judgement--Seeing the Potential for Trouble -- 8.2.Applying Experience to Decision-making -- 8.3.Stories and Learning -- |
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Contents note continued: 8.4.Summary and Concluding Comments -- 9.Professional Relationships -- 9.1.Relationship to Subordinates -- 9.2.Consultation with Peers -- 9.3.Trust of Senior Management -- 9.4.Summary and Concluding Comments -- 10.Decisions, Risks and Barriers -- 10.1.Barriers -- 10.2.Risk -- 10.3.Summary and Concluding Comments -- 11.Creating Environments for Better Decision-making -- 11.1.Conclusions -- 11.2.Implications for Operating Companies -- 11.3.Implications for regulators |
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Machine generated contents note: 1.Introduction -- 2.Theoretical Perspectives on Making Safe Decisions -- 2.1.High Reliability Theory -- 2.2.Resilience Engineering -- 2.3.Classical Decision-making and Risk Management -- 2.4.Theories of Accident Causation -- 2.5.Experts and Learning -- 2.6.Experts and Sensemaking -- 2.7.Conclusions -- pt. A DECISION-MAKING IN THREE HIGH RELIABILITY ORGANIZATIONS -- 3.At the Nuclear Power Station--'We Put a Line in the Sand' -- 3.1.Site and Operational Background -- 3.2.Operational Decision-making -- 3.3.Reporting and Recording Decisions and Incidents -- 3.4.Organizational Attitudes Towards Safety Decision-making -- 3.5.Summary -- 4.At the Chemical Plant--'If it's Not Safe, We Don't Do it' -- 4.1.Site and Operational Background -- 4.2.Operational Decision-making -- 4.3.Reporting and Recording Decisions and Incidents -- 4.4.Organizational Attitudes Towards Safety Decision-making -- 4.5.Summary -- |
| Summary |
This book describes research on safety-related decision-making by operations supervisory personnel in three different high-hazard industries, and features a case study illustrating each: a chemical plant, a nuclear power station and an air-navigation service provider. The focus of this research is unique: those who supervise the frontline personnel and essentially provide the organizational link between senior management and minute-by-minute system operations |
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This book takes a fresh look at safety decision-making by documenting and examining stories told by front-line managers in three different high-hazard industries: a chemical plant, a nuclear power station and an air-navigation service provider. Jan Hayes from ANU |
| Analysis |
Australian |
| Notes |
Formerly CIP. Uk |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Air traffic control -- Safety measures -- Decision making.
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Chemical plants -- Safety measures -- Decision making.
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Hazardous occupations -- Decision making.
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Industrial safety -- Decision making.
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Industrial safety -- Management.
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Industrial safety -- Risk assessment.
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Nuclear power plants -- Safety measures -- Decision making.
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Supervisors, Industrial -- Decision making.
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| LC no. |
2012039402 |
| ISBN |
9781409423843 (hardback) |
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