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Conceptualizing and communicating organizational risk dynamics in the thoroughness-efficiency space

机译:在彻底性-效率空间中概念化并传达组织风险动态

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Organizations that design and/or operate complex systems have to make trade-offs between multiple, interacting, and sometimes conflicting goals at both the individual and organizational levels. Identifying, communicating, and resolving the conflict or tension between multiple organizational goals is challenging. Furthermore, maintaining an appropriate level of safety in such complex environments is difficult for a number of reasons discussed in this paper. The objective of this paper is to propose a set of related concepts that can help conceptualize organizational risk and help managers to understand the implications of various performance and resource pressures and make appropriate trade-offs between efficiency and thoroughness that maintain system safety. The concepts here introduced include (1) the thoroughness-efficiency space for classifying organizational behavior, and the various resource/performance and regulatory pressures that can displace organizations from one quadrant to another within this space, (2) the thoroughness-efficiency barrier and safety threshold, and (3) the efficiency penalty that organizations should accept, and not trade against organizational thoroughness, in order to maintain safety. Unfortunately, many accidents share a conceptual sameness in the way they occur. That sameness can be related to the dynamics conceptualized in this paper and the violation of the safety threshold. This sameness is the sad story of the Bhopal accident, the Piper Alpha accident, and score of others. Finally, we highlight the importance of a positive safety culture as an essential complement to regulatory pressure in maintaining safety. We illustrate the "slippery slope of thoroughness" along which organizational behavior slides under the influence of performance pressure, and suggest that a positive safety culture can be conceived of as "pulling this slippery slope" up and preventing the violation of the safety threshold.
机译:设计和/或操作复杂系统的组织必须在个人和组织级别的多个,相互作用的,有时是相互冲突的目标之间进行权衡。识别,沟通和解决多个组织目标之间的冲突或紧张关系具有挑战性。此外,由于本文讨论的多种原因,在这样复杂的环境中维持适当的安全水平很困难。本文的目的是提出一组相关的概念,这些概念可以帮助概念化组织风险,并帮助管理人员了解各种绩效和资源压力的含义,并在维持系统安全的效率和彻底性之间进行适当的权衡。这里介绍的概念包括:(1)用于对组织行为进行分类的彻底效率空间,以及各种资源/绩效和监管压力,这些压力/组织压力可能会将组织从一个象限转移到另一个象限,(2)彻底效率障碍和安全性阈值;以及(3)组织应接受的效率惩罚,而不是为了维护安全性而与组织的完整性相抵触。不幸的是,许多事故的发生方式在概念上是相同的。相同性可能与本文中概念化的动力学以及违反安全阈值有关。这是博帕尔事故,Piper Alpha事故和其他事故的悲惨故事。最后,我们强调积极的安全文化作为维持安全的监管压力的重要补充的重要性。我们说明了在绩效压力的影响下组织行为会滑行的“通透性坡度”,并建议可以将积极的安全文化视为“拉起滑坡性”并防止违反安全阈值。

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