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Examining the asymptote in safety progress: a literature review

Dekker S., Pitzer C.

International Journal of Occupational Safety and Ergonomics

2016

Vol. 22, No. 1

57--65

Many industries are confronted by plateauing safety performance as measured by the absence of negative events – particularly lower-consequence incidents or injuries. At the same time, these industries are sometimes surprised by large fatal accidents that seem to have no connection with their understanding of the risks they faced; or with how they were measuring safety. This article reviews the safety literature to examine how both these surprises and the asymptote are linked to the very structures and practices organizations have in place to manage safety. The article finds that safety practices associated with compliance, control and quantification could be partly responsible. These can create a sense of invulnerability through safety performance close to zero; organizational resources can get deflected into unproductive or counterproductive initiatives; obsolete practices for keeping human performance within a pre-specified bandwidth are sustained; and accountability relationships can encourage suppression of the ‘bad news’ necessary to learn and improve.

Psychologia bezpieczeństwa: zarządzanie bezpieczeństwem w realnym świecie

Pitzer C.

WUG : bezpieczeństwo pracy i ochrona środowiska w górnictwie

1998

nr 10

51-58

Nauka o zarządzaniu bezpieczeństwem od dawna opiera się na naukach ścisłych i administracyjnych, wykorzystując ich systemy, procedury i metodologie. Kierowały nią i częstokroć nadal kierują tak zwane "aksjomaty", z którymi boryka się niniejsza praca po to tylko, by w wielu przypadkach je obalić. Opracowanie to zajmuje się problemem wprowadzenia techniki nauk społecznych do zarządzania bezpieczeństwem, ostrzega jednak przed przyjmowaniem uproszczonych "prawd" i często niepraktycznych wskazówek zaczerpniętych z nauk społecznych.

The science of safety management has long been based on quantitative and administrative sciences, with taking advantage of the systems, procedures and methodologies. Guided by it have been, and still keep being guided, the so called "axioms" with which this work is "struggling" with the only purpose to refute them. This work does not dwell on the problem of introducing a technique of social sciences in safety management; it, however, provides a warning against accepting simplified "truths" and , frequently, impractical directions picked up in social sciences.