Human and Organisational Factors: Practices and Strategies for a Changing World (SpringerBriefs in Safety Management)

Foreword
Contents
What Is the Place of Human and Organisational Factors in Safety?
	1 What Place Is Given to HOF in Industrial Safety?
	2 HOF in Industrial Safety: Still Trying to Find their Place?
	3 How to Make HOF “Exist”?
Accounting for Differing Perspectives and Values: The Rail Industry
	1 Introduction
	2 The Research Studies
	3 Observations on the Management of HOF
		3.1 The Lack of Clarity on How HOF Should Be Managed Alongside Other Business Objectives
		3.2 Looking Again at the Roles of the Researcher and Manager
		3.3 Viewing HOF as a Method or Analysis Tool to Understand the Reality of People at Work or Interacting with Systems
	4 Concluding Thoughts
	References
Safety Leadership and Human and Organisational Factors (HOF)—Where Do We Go from Here?
	1 Introduction
	2 The Role of Leadership in Developing and Sustaining Safety Culture
	3 The Role of Safety Climate and Safety Culture Assessments
	4 The Role of the Regulator
	5 A Regulatory Perspective on Leadership and Management for Safety (L&MfS)
	6 Conclusions
	References
Considering Human and Organizational Factors in Risk Industries
	1 HOF Approach: Features and Benefits
	2 How Do We Implement and Manage HOF Approaches?
	3 Difficulties and Opportunities
	4 As a Conclusion
	References
The Key Drivers to Setting up a Valuable and Sustainable HOF Approach in a High-Risk Company such as Airbus
	1 Introduction
	2 History, Looking Back
	3 The Role of Regulators: Pushing Safety Requirements and HOF Induction
	4 Standard HF Processes in Aircraft Design Engineering
	5 HOF: Governance and Organization
	6 HOF Competence Management
	7 Conclusion, HOF Maturity
	References
Developing Human and Organizational Factors in a Company
	1 Introduction
	2 Some Industrial Examples
	3 Some Success Factors
		3.1 A Close Connection between Practitioners and Academics
		3.2 Leading by Example
		3.3 Organization around Key Processes
		3.4 Combining Ready-Made and Haute Couture
		3.5 Associating Health and Performance
		3.6 Micro and Organization Levels
		3.7 The Central/Decentralized Mix
		3.8 Some Specialists and a Network
		3.9 A Solid and Discreet Theory
	4 Avenues for Progress
	References
Organisational Factors, the Last Frontier?
	1 Introduction: Human and Organisational Factors with a Small “O” (HoF)
	2 Is the Role of Organisational Factors in the HOF Domain Actually a Problem of Supply?
	3 The Current HOF “Coalition”
	4 Proposals for Ways Forward
		4.1 Managers/Senior Executive Staff: Reaching a Critical Mass
		4.2 Strengthen Alliances with Other Actors
	5 Concluding Remarks: Use Short-Term Wins to Sustain Long-Term Progress
		5.1 In the Short Term: HOF Quick Wins
		5.2 Anchoring HOFs in Companies: Key Actions
	References
Risk Management and Judicialization
	1 Introduction
	2 Judicialization and Penalization
		2.1 A Global Phenomenon?
		2.2 Why this Judicialization?
		2.3 The Protest
	3 The Expression of the Penalty
		3.1 Foundation of Repression
		3.2 Typology of Responsibilities
	4 The Judge and Expert Opinions
	5 Conclusion
	References
Integrating Organizational and Management Variables in the Analysis of Safety and Risk
	1 A Persistent Disconnect between Organizational Aspects and Engineering
	2 Challenges to Reconcile Them
		2.1 Technical and Methodological Differences
		2.2 Practical Challenges
		2.3 Political Challenges
	3 The Need for Clarifying Key Concepts
	4 Some Propositions about the Implementation of Safety Management Systems
		4.1 A Strategy for SMS Metrics Development
		4.2 Achieving Higher Resolution Safety Management
	5 Conclusion
	References
Turning the Management of Safety Risk into a Business Function: The Challenge for Industrial Sociotechnical Systems in the 21st Century
	1 Introduction
	2 Brief Historical Background
		2.1 System Safety
		2.2 Human Factors
		2.3 Business Management
	3 A System for the Management of Safety Risk as a Business Function
		3.1 A Conceptual Proposal
		3.2 The Terms Management and Risk
	4 Three Key Ideas for a System for the Management of Safety Risk as a Business Function
		4.1 Safety beyond Accident Risk Reduction: Direction and Supervision
		4.2 The Prioritization of Safety Concerns: Control
		4.3 Elevating Safety to the Boardroom
	5 Conclusion
	References
The Strategic Agility Gap: How Organizations Are Slow and Stale to Adapt in Turbulent Worlds
	1 Introduction
	2 Organizations in the Gap—Synchronizing Activities to Keep Pace with Cascading Events?
		2.1 Knight Capital Collapse 2012
		2.2 Coping with Hurricane Sandy 2012
		2.3 Contrasting the Cases
	3 Systems Are Messy
	4 Continuous Adaptability
		4.1 Lessons from Web Operations
		4.2 Four Capabilities for Continuous Adaptation
	References
The Languages of Safety
	1 Introduction
	2 Talk Hard Science
	3 Talk Numbers and Money
	4 Talk Law and Blame
	5 Talk Complexity and Change
	6 Final Comments
	References
The Dual Face of HOF in High-Risk Organizations
	1 Introduction
	2 How HOF Specialists See HOF and How They See their Role
	3 How Decision Makers and Top Management See HOF and the Role of HOF Specialists
	4 How to Make these Tensions Constructive: Reconciling Superman and Clark Kent?
	References
Human and Organisational Factors: Fad or not Fad?
	1 Introduction
	2 Studying Management as a Market
	3 Human and Organisational Factors in the Light of Management Market Research
	4 Discussion and Conclusion
	References
Breaking the Glass Ceiling: Levers to Promote the Influence of Human and Organizational Factors in High-Risk Industries
	1 Introduction
	2 The Evolution of HOF: Extending the Scope of Knowledge and the Variety of Issues
		2.1 From Human-Machine Interactions and Human Error…
		2.2 …To Organizational Factors…
		2.3 …To Inter-organizational and Institutional Relationships
	3 The Glass Ceiling Paradox of HOF: Growing Knowledge, but Weak Influence
	4 Levers for an Influential HOF in Organizations
		4.1 Academic and Conceptual Levers for Multiple but Coherent HOF Research and Knowledge Integration
		4.2 Empirical Levers for Embedding HOF in Actual Organization Practices at All Levels
	References
HOF: Adjusting the Rule-Based Safety/Managed Safety Balance and Keeping Pace with a Changing Reality
	1 Introduction
	2 HOF Approaches for Capturing Reality
	3 Support ‘Organising’
	4 Work on the Gap between Expectations and Responses
	5 Rebalance the O within the F
	6 Safety Alone Is not the Key
	7 Reinforce the Dialogue around HOF with External Stakeholders
	8 Assume the Dual Objective of HOF Structuring
	9 The HOF Virtuous Loop