C. Macrae's Close Calls: Managing Risk and Resilience in Airline Flight PDF

Risk Management

By C. Macrae

Drawing on broad and targeted fieldwork inside airlines—an that pioneered near-miss research— this publication develops a transparent set of functional implications and theoretical propositions relating to how all corporations can research from 'near-miss' occasions and higher deal with hazard and resilience.

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Extra resources for Close Calls: Managing Risk and Resilience in Airline Flight Safety

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10). Second is a reluctance to simplify interpretations regarding how the organisation operates. People aim to create “more complete and nuanced pictures” of the organisation (Weick and Sutcliffe, 2001, p. 11). Schulman (1993, p. 364) calls this “conceptual slack . . a divergence in analytical perspectives among members of an organisation”. The third principle is sensitivity to operations. People in all areas and levels of the organisation are “attentive to the front line, where the real work gets done” (Weick and Sutcliffe, 2001, p.

First is a preoccupation with organisational failures, errors and near-misses. Small failures are generalised to the organisation as a whole, and so people “treat any lapse as a symptom that something is wrong with the system” (Weick and Sutcliffe, 2001, p. 10). Second is a reluctance to simplify interpretations regarding how the organisation operates. People aim to create “more complete and nuanced pictures” of the organisation (Weick and Sutcliffe, 2001, p. 11). Schulman (1993, p. 364) calls this “conceptual slack .

Cox and Tait, 1991; Koorneef and Hale, 1997; Hale, Wilpert and Freitag, 1998). Normative frameworks prescribe a series of analytic steps through which risks are predicted and actions chosen. , 1981, p. 2). g. Royal Society, 1992; Interdepartmental Liaison Group on Risk 18 Close Calls Assessment, 1996; Cabinet Office, 2002; British Standards Institute, 1996; Standards Australia, 1999; Health and Safety Executive, 2001; Institute of Risk Management, 2002; National Infrastructure Protection Centre, 2002), but there are three essential steps in all these frameworks.

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