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dc.contributor.authorHuber, Stefanieen_US
dc.contributor.authorvan Wijgerden, Ivetteen_US
dc.contributor.authorWitt, Arjanen_US
dc.contributor.authorW.A. Dekker, Sidneyen_US
dc.date.accessioned2017-05-03T11:19:02Z
dc.date.available2017-05-03T11:19:02Z
dc.date.issued2009en_US
dc.date.modified2011-10-24T07:26:50Z
dc.identifier.issn10668527en_US
dc.identifier.doi10.1002/prs.10286en_AU
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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherAmerican Institute of Chemic Engineersen_US
dc.publisher.placeUSAen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom90en_US
dc.relation.ispartofpageto95en_US
dc.relation.ispartofissue1en_US
dc.relation.ispartofjournalProcess Safety Progressen_US
dc.relation.ispartofvolume28en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchAerospace Engineering not elsewhere classifieden_US
dc.subject.fieldofresearchcode090199en_US
dc.titleLearning From Organizational Incidents: Resilience Engineering for High-Risk Process Environmentsen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
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.en_AU
gro.date.issued2009
gro.hasfulltextNo Full Text


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