Back to the Future: Error Management
A year ago we published our article James Reason’s 12 Principles of Error Management. It set out set out the 12 systemic human factors centric principles of error management that James Reason, Professor Emeritus, University of Manchester defined in his book Managing Maintenance Error: A Practical Guide (co-written with Alan Hobbs and published in 2003).
Recently we spotted a photograph of some text in a Tweet. It is from Reason’s earlier 1997 classic Managing the Risks of Organizational Accidents: While mention of TQM looks rather dated now, sadly we do wonder how far we have collectively moved as an industry since then:
- How many organisations still await occurrence or hazard reports from the front-line rather than conducting active oversight or encouraging safety improvement action?
- How many organisations spend more time analysing individual behaviour after an occurrence to determine culpability than analysing the factors that affect individual performance before an occurrence?
We certainly see regular accidents reports that suggest we can do better:
- Fatal $16 Million Maintenance Errors
- Misassembled Anti-Torque Pedals Cause EC135 Accident
- The Missing Igniters: Fatigue & Management of Change Shortcomings
- A319 Double Cowling Loss and Fire – AAIB Report
- USAF RC-135V Rivet Joint Oxygen Fire
- Inadequately Secured Cargo Caused B747F Crash at Bagram, Afghanistan
- BA Changes Briefings, Simulator Training and Chart Provider After B747 Accident
- Gulfstream G-IV Take Off Accident & Human Factors
- Fatal G-IV Runway Excursion Accident in France – Lessons
- ‘Procedural Drift’: Lynx CFIT in Afghanistan
- Fatal Night-time UK AW139 Accident Highlights Business Aviation Safety Lessons
- Fatal Helicopter / Crane Collision – London Jan 2013
- Misloading Caused Fatal 2013 DHC-3 Accident
- Metro III Low-energy Rejected Landing and CFIT
- Operator & FAA Shortcomings in Alaskan B1900 Accident
- Culture + Non Compliance + Mechanical Failures = DC3 Accident
- Mid Air Collision Typhoon & Learjet 35
- Metro-North: Organisational Accidents
- DuPont Reputational Explosion
- Shell Moerdijk Explosion: “Failure to Learn”
Further, as a society, we still see human error being defined as a cause:
- Saarbrücken flight: Human error determined as cause of accident
- Two workers quizzed over ‘human error ‘ in Alton Towers horror
- U.S. general: Human error led to Doctors Without Borders strike
Of course we can take heart that many practitioners are making amazing strides in applying Reason’s 12 Principles, enhancing their organisation’s safety culture and looking at other ways to enhance human performance as we discussed here:
- Maintenance Human Factors: The Next Generation
- Aircraft Maintenance: Going for Gold?
- How To Develop Your Organisation’s Safety Culture
- The Power of Safety Leadership
A follow up to the original book, entitled Organizational Accidents Revisited, is due to be published by Ashgate in January 2016 on the topic of what it abbreviates to ‘orgax’. It is reported that:
Where the 1997 book focused largely upon the systemic factors underlying organizational accidents, this complementary follow-up goes beyond this to examine what can be done to improve the ‘error wisdom’ and risk awareness of those on the spot; they are often the last line of defence and so have the power to halt the accident trajectory before it can cause damage. The book concludes by advocating that system safety should require the integration of systemic factors (collective mindfulness) with individual mental skills (personal mindfulness). Contents:
- Part 1 Refreshers: The ‘anatomy’ of an organizational accident; Error-enforcing conditions.
- Part 2 Additions Since 1997: Safety management systems; Resident pathogens; Ten case studies of organizational accidents; Foresight training; Alternative views; Retrospect and prospect; Taking stock; Heroic recoveries.
The 10 case studies are: Three from healthcare, two radiation releases, one rail accident, two hydrocarbon explosions and two air accidents.
Amy Edmonson discusses psychological safety and openness:
UPDATE: 28 August 2016: We look at an EU research project that recently investigated the concepts of organisational safety intelligence (the safety information available) and executive safety wisdom (in using that to make safety decisions) by interviewing 16 senior industry executives: Safety Intelligence & Safety Wisdom. They defined these as:
Safety Intelligence the various sources of quantitative information an organisation may use to identify and assess various threats. Safety Wisdom the judgement and decision-making of those in senior positions who must decide what to do to remain safe, and how they also use quantitative and qualitative information to support those decisions.
The topic of weak or ambiguous signals was discussed in this 2006 article: Facing Ambiguous Threats. A paper by the Health and Safety Laboratory is worth attention: High Reliability Organisations [HROs] and Mindful Leadership and in a paper by Andrew Hopkins at the ANU.
UPDATE 16 February 2017: Aerossurance is delighted to be sponsoring an RAeS HFG:E conference at Cranfield University on 9 May 2017, on the topic of Staying Alert: Managing Fatigue in Maintenance. This event will feature presentations and interactive workshop sessions.
UPDATE 1 March 2017: Safety Performance Listening and Learning – AEROSPACE March 2017
Organisations need to be confident that they are hearing all the safety concerns and observations of their workforce. They also need the assurance that their safety decisions are being actioned. The RAeS Human Factors Group: Engineering (HFG:E) set out to find out a way to check if organisations are truly listening and learning.
The result was a self-reflective approach to find ways to stimulate improvement.
UPDATE 22 March 2017: Which difference do you want to make through leadership? (a presentation based on the work of Jim Kouzes and Barry Posner). Note slide 6 in particular:
UPDATE 25 March 2017: In a commentary on the NHS annual staff survey, trust is emphasised again:
Developing a culture where quality and improvement are central to an organisation’s strategy requires high levels of trust, and trust that issues can be raised and dealt with as an opportunity for improvement. There is no doubt that without this learning culture, with trust as a central behaviour, errors and incidents will only increase.
Aerossurance is pleased to be supporting the annual Chartered Institute of Ergonomics & Human Factors’ (CIEHF) Human Factors in Aviation Safety Conference for the third year running. This year the conference takes place 13 to 14 November 2017 at the Hilton London Gatwick Airport, UK with the theme: How do we improve human performance in today’s aviation business?