The environment in which companies operate is subject to a constantly high level of dynamism. Not only in the area of (system) safety, but also in daily competition, companies are forced to reinvent themselves again and again. They must adapt to volatility, deal with uncertainty, successfully manage omnipresent complexity and make quick decisions in situations of ambiguity (VUCA) in order to successfully hold their own against their competitors. Employees at all levels are confronted with the same challenges when performing their tasks. In most cases, they are no longer just a cog in the system, exercising a specific, well-defined task at a predefined pace, but are confronted with dynamic situations…
There is a lot of talk about measuring safety. Easier said than done. Before starting to measure, one needs to know what one is measuring. How you define safety will determine what you measure and how you measure. Let us illustrate the problem with three quite common views on safety. As you will see, none of them covers the subject entirely and all have advantages and disadvantages.
The challenges for organizations in the 21st century have become ever more complex imposing the need on organizations to adapt to local and global changes. This puts pressure on all levels of the workforce and increases tension between management and employees. The human factors and ergonomics community has recognized the need to also apply HFE principles to the organizational level and introduced the ISO standard for human-centred organization (ISO 27500). In this article I am briefly explaining some of the issues that modern organizations face and how ISO 27500 can provide guidance on a more sustainable approach on human resource.
In this article, I will focus on the the Old View and the the New View of human error. This is a first, short introduction, which lays the ground for further articles on this interesting topic. The term ‘New View’ is already 20 years old and basically not that new anymore. However, in many minds and subsequently in numerous organizations, the New View has not yet become established. Errors occur in every company. Fortunately, these mistakes usually have no consequences and often they are not even noticed. But unfortunately, sometimes there is financial impact or even personal injury. But why are these errors happening? Are these avoidable mistakes by individuals…
Automation in complex socio-technical systems in order to achieve optimal human performance is an important aspect for many companies in the further development of their systems. It is about increasing system safety, as well as system capacity and the optimal use of resources to meet future requirements. But automation in complex socio-technical systems is a major challenge, and there are numerous aspects to consider. This article provides an overview of how to overcome these challenges.
Today, companies are faced with ever increasing complexity. On the one hand, companies themselves are complex, socio-technical systems, and on the other hand, they are embedded in a complex environment with numerous known and unknown factors. How can an organization successfully keep up with these constantly increasing demands? Findings from High Reliability Organizations (HRO) can help to successfully master this challenge.
A reporting system combined with a positive reporting culture enables a company to learn from incidents and reduces the likelihood of further incidents or even accidents. But the way towards a good reporting culture is challenging and has many stumbling blocks. It is about addressing fears and creating trust. In this way, the organization can become safer and more productive in the long term with the positive effects of its reporting system and reporting culture.