Within high-risk industries, efficient management of safety is an important element of organisational efforts to reduce accidents. Most organisations such as nuclear, aviation and oil and gas sectors have a safety man...Within high-risk industries, efficient management of safety is an important element of organisational efforts to reduce accidents. Most organisations such as nuclear, aviation and oil and gas sectors have a safety management system (SMS) which provides sequence of organisational procedure to identify hazards, mitigation of risk, measure performance, investigate incidents and maintain an on-going continuous improvement. However, experts believe that when such complex organisations complement safety management system with isomorphic lessons and organisational learning strategies to manage safety, there will be a high propensity to aggressively reduce risk and save cost. Undoubtedly, learning from accidents/incidents is one of many ways to manage safely in any given organisation. As a result, this paper is intended to ascertain if organisations use isomorphic lessons and organisational learning as strong feature of organisation’s practice capable of promoting stronger safety culture;and if lessons learned from other high-risk sectors can help inform risk-based decisions in organisations. Risk experts and by extension the nuclear sector, could have learned from past accident such as the Three Mile Island of 1979 and employ lessons learned to forestall future occurrences. Primary data was gathered via online, and research population are health and safety professionals from aviation, nuclear, and the oil and gas sectors. The sample size recruited are aviation (n = 59, 25%);nuclear (n = 124, 54%);and oil and gas (n = 49, 21%). Statistical Package for the Social Sciences (SPSS) software was used to analyse 232 responses used for this paper.展开更多
Accidents in high-tech organisations are often triggered by a concatenation of human and system anomalies and errors, proving destructive to life, property and the environment. Urgent attention is required to minimize...Accidents in high-tech organisations are often triggered by a concatenation of human and system anomalies and errors, proving destructive to life, property and the environment. Urgent attention is required to minimize such events by training workers in high-risk organisations and ensuring adequate levels of Non-Technical Skills (NTS) training to counter related risks within the spectrum of their daily tasks. Organisational learning becomes equally relevant when industries are inclined towards becoming learning organisations by encouraging and promoting learning to manage safety. A comparative assessment is drawn by examining current practices in aviation and in the oil and gas sectors. The online survey was used to gather primary data, as well as interviewing 15 safety experts across the three sectors and another 15 safety experts recruited as focus groups to establish if NTS and organisational learning are used in safety management. Our sample comprised health and safety experts from the nuclear (n = 124, 54%), aviation (n = 59, 25%), and oil and gas sectors (n = 49, 21%). Findings revealed that the nuclear sector has not fully and officially acknowledged the use of NTS to train workers. The nuclear sector should look inwardly at how safety is managed since there is limited evidence of formal knowledge or techniques for transferring lessons to staff on NTS, which has proven to be a major critical “ingredient” in safety management in high-risk organisations.展开更多
文摘Within high-risk industries, efficient management of safety is an important element of organisational efforts to reduce accidents. Most organisations such as nuclear, aviation and oil and gas sectors have a safety management system (SMS) which provides sequence of organisational procedure to identify hazards, mitigation of risk, measure performance, investigate incidents and maintain an on-going continuous improvement. However, experts believe that when such complex organisations complement safety management system with isomorphic lessons and organisational learning strategies to manage safety, there will be a high propensity to aggressively reduce risk and save cost. Undoubtedly, learning from accidents/incidents is one of many ways to manage safely in any given organisation. As a result, this paper is intended to ascertain if organisations use isomorphic lessons and organisational learning as strong feature of organisation’s practice capable of promoting stronger safety culture;and if lessons learned from other high-risk sectors can help inform risk-based decisions in organisations. Risk experts and by extension the nuclear sector, could have learned from past accident such as the Three Mile Island of 1979 and employ lessons learned to forestall future occurrences. Primary data was gathered via online, and research population are health and safety professionals from aviation, nuclear, and the oil and gas sectors. The sample size recruited are aviation (n = 59, 25%);nuclear (n = 124, 54%);and oil and gas (n = 49, 21%). Statistical Package for the Social Sciences (SPSS) software was used to analyse 232 responses used for this paper.
文摘Accidents in high-tech organisations are often triggered by a concatenation of human and system anomalies and errors, proving destructive to life, property and the environment. Urgent attention is required to minimize such events by training workers in high-risk organisations and ensuring adequate levels of Non-Technical Skills (NTS) training to counter related risks within the spectrum of their daily tasks. Organisational learning becomes equally relevant when industries are inclined towards becoming learning organisations by encouraging and promoting learning to manage safety. A comparative assessment is drawn by examining current practices in aviation and in the oil and gas sectors. The online survey was used to gather primary data, as well as interviewing 15 safety experts across the three sectors and another 15 safety experts recruited as focus groups to establish if NTS and organisational learning are used in safety management. Our sample comprised health and safety experts from the nuclear (n = 124, 54%), aviation (n = 59, 25%), and oil and gas sectors (n = 49, 21%). Findings revealed that the nuclear sector has not fully and officially acknowledged the use of NTS to train workers. The nuclear sector should look inwardly at how safety is managed since there is limited evidence of formal knowledge or techniques for transferring lessons to staff on NTS, which has proven to be a major critical “ingredient” in safety management in high-risk organisations.
