This article addresses the challenges of changing the way people make decisions about safety-related actions in a way that leads to fewer injuries and incidents. Violations of standard procedures occur routinely and sometimes result in injury. People walk by hazards that later result in incidents. The question arises, “Why didn't this person follow procedure?” Safety experts have long searched for the answer to this question at the level of the individual or even organizational systems with limited success. A deeper truth and the potential solutions to this conundrum may lie in the theories of complexity management and sensemaking, which attempt to help us understand the invisible dynamics that drive organizational behavior.
Language: en
", language="en", issn="0022-4375", doi="10.1016/j.jsr.2011.06.003", url="http://dx.doi.org/10.1016/j.jsr.2011.06.003" }