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dc.contributor.authorHuber, Stefanie
dc.contributor.authorvan Wijgerden, Ivette
dc.contributor.authorde Witt, Arjan
dc.contributor.authorDekker, Sidney WA
dc.date.accessioned2017-05-03T11:19:02Z
dc.date.available2017-05-03T11:19:02Z
dc.date.issued2009
dc.date.modified2011-10-24T07:26:50Z
dc.identifier.issn1066-8527
dc.identifier.doi10.1002/prs.10286
dc.identifier.urihttp://hdl.handle.net/10072/37911
dc.description.abstractFor years, safety improvements have been made by evaluating incident reports and analyzing errors and violations. Current developments in safety science, however, challenge the idea that safety can meaningfully be seen as the absence of errors or other negatives. Instead, the question becomes whether a company is aware of positive ways in which people, at all level of the organization, contribute to the management and containment of the risks it actually faces. The question, too, is whether the organization has the adaptive capacity necessary to respond to the changing nature of risk as operations shift and evolve. This article presents the results of a resilience engineering safety audit conducted on a chemical company site. An interdisciplinary team of seven researchers carried out 4 days of field studies and interviews in several plants on this site. This company enjoyed an almost incident-free recent history but turned out to be ill-equiped to handle future risks and many well-known daily problems. Safety was often borrowed from to meet acute production goals. Organizational learning from incidents was fragmented into small organizational or production units without a company-wide learning. We conclude that improving safety performance hinges on an organization's dynamic capacity to reflect on and modify its models of risk as operations and insight into them evolve, for example, as they are embodied in safety procedures and policies.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherAmerican Institute of Chemic Engineers
dc.publisher.placeUSA
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom90
dc.relation.ispartofpageto95
dc.relation.ispartofissue1
dc.relation.ispartofjournalProcess Safety Progress
dc.relation.ispartofvolume28
dc.rights.retentionY
dc.subject.fieldofresearchAerospace engineering not elsewhere classified
dc.subject.fieldofresearchChemical engineering
dc.subject.fieldofresearchcode400199
dc.subject.fieldofresearchcode4004
dc.titleLearning From Organizational Incidents: Resilience Engineering for High-Risk Process Environments
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyrightSelf-archiving of the author-manuscript version is not yet supported by this journal. Please refer to the journal link for access to the definitive, published version or contact the author[s] for more information.
gro.date.issued2009
gro.hasfulltextNo Full Text
gro.griffith.authorDekker, Sidney


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