Risk-Based Thinking : Managing the Uncertainty of Human Error in Operations

Society at large tends to misunderstand what safety is all about. It is not just the absence of harm. When nothing bad happens over a period of time, how do you know you are safe? In reality, safety is what you and your people do moment by moment, day by day to protect assets from harm and to control the hazards inherent in your operations. This is the purpose of risk-based thinking, the key element of the six building blocks of Human and Organizational Performance (H&OP).

Generally, H&OP provides a risk-based approach to managing human performance in operations. But, specifically, risk-based thinking enables foresight and flexibility—even when surprised—to do what is necessary to protect assets from harm but also achieve mission success despite ongoing stresses or shocks to the operation. Although you cannot prepare for every adverse scenario, you can be ready for almost anything. When risk-based thinking is integrated into the DNA of an organization’s way of doing business, people will be ready for most unexpected situations. Eventually, safety becomes a core value, not a priority to be negotiated with others depending on circumstances.

This book provides a coherent perspective on what executives and line managers within operational environments need to focus on to efficiently and effectively control, learn, and adapt.

• Provides a logical, systematic approach to managing the uncertainty that human error poses to assets and controlling particular worker interactions with assets and operational hazards during work.
• Describes six key functions that are necessary to manage workplace human performance as well as the system within which human performance occurs: Risk-based thinking; Critical steps; Systems learning; Training and expertise; Observation and feedback; Integration and execution.
• Contains a glossary of key terms and phrases along with several appendices. Each practical chapter concludes with a list of suggested activities that managers can implement with little preparation and planning.

List of Figures
List of Tables
Special Thanks
Introduction

Chapter 1 : A Nuclear Professional
Chapter 2 : A Strategic Approach
Chapter 3 : Fundamentals of Human and Organizational Performance
Chapter 4 : Risk-Based Thinking and Chronic Uneasiness
Chapter 5 : Critical Steps
Chapter 6 : Systems Thinking for H&OP
Chapter 7 : Systems Learning
Chapter 8 : Managing Human Performance
Chapter 9 : Integrating Risk-Based Thinking and Executing H&OP

Epilogue : Live Long and Prosper
Appendix 1 : Generic Local Factors
Appendix 2 : Common Error Traps
Appendix 3 : Fundamentals Human Performance Tools
Appendix 4 : Candidate Indicators for H&OP
Appendix 5 : The Building Blocks of H&OP - Self-Assessment Criteria
Glossary of Terms
Further Reading
Index