LEADER 04301oam 2200673I 450 001 9910826431903321 005 20240819015458.0 010 $a1-317-05980-8 010 $a1-315-60751-4 010 $a1-317-05979-4 010 $a1-4724-2306-2 024 7 $a10.1201/9781315607511 035 $a(CKB)2560000000141701 035 $a(EBL)1661242 035 $a(SSID)ssj0001212841 035 $a(PQKBManifestationID)11732659 035 $a(PQKBTitleCode)TC0001212841 035 $a(PQKBWorkID)11210445 035 $a(PQKB)10834613 035 $a(MiAaPQ)EBC1661242 035 $a(Au-PeEL)EBL1661242 035 $a(CaPaEBR)ebr10856100 035 $a(CaONFJC)MIL615142 035 $a(OCoLC)875819877 035 $a(EXLCZ)992560000000141701 100 $a20180706d2014 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSafety-i and safety-ii $ethe past and future of safety management /$fby Erik Hollnagel 205 $aFirst edition. 210 1$aBoca Raton, FL :$cCRC Press, an imprint of Taylor and Francis,$d[2014]. 210 4$dİ2014 215 $a1 online resource (198 p.) 300 $aIncludes index. 311 $a1-4724-2308-9 311 $a1-4724-2305-4 327 $aCover; Contents; List of Figures; List of Tables; 1 The Issues; 2 The Pedigree; 3 The Current State; 4 The Myths of Safety-I; 5 The Deconstruction of Safety-I; 6 The Need to Change; 7 The Construction of Safety-II; 8 The Way Ahead; 9 Final Thoughts; Glossary; Index 330 3 $aSafety has traditionally been defined as a condition where the number of adverse outcomes was as low as possible (Safety-I) From a Safety-I perspective, the purpose of safety management is to make sure that the number of accidents and incidents is kept as low as possible, or as low as is reasonably practicable. This means that safety management must start from the manifestations of the absence of safety and that - paradoxically - safety is measured by counting the number of cases where it fails rather than by the number of cases where it succeeds. This unavoidably leads to a reactive approach based on responding to what goes wrong or what is identified as a risk - as something that could go wrong. Focusing on what goes right, rather than on what goes wrong, changes the definition of safety from ?avoiding that something goes wrong? to ?ensuring that everything goes right?. More precisely, Safety-II is the ability to succeed under varying conditions, so that the number of intended and acceptable outcomes is as high as possible. From a Safety-II perspective, the purpose of safety management is to ensure that as much as possible goes right, in the sense that everyday work achieves its objectives. This means that safety is managed by what it achieves (successes, things that go right), and that likewise it is measured by counting the number of cases where things go right. In order to do this, safety management cannot only be reactive, it must also be proactive. But it must be proactive with regard to how actions succeed, to everyday acceptable performance, rather than with regard to how they can fail, as traditional risk analysis does. This book analyses and explains the principles behind both approaches and uses this to consider the past and future of safety management practices. The analysis makes use of common examples and cases from domains such as aviation, nuclear power production, process management and health care. The final chapters explain the theoret. 606 $aIndustrial safety$xManagement 606 $aIndustrial safety$xPsychological aspects 606 $aAeronautics$xSafety measures 606 $aNuclear power plants$xSafety measures 606 $aMedical care$xSafety measures 615 0$aIndustrial safety$xManagement. 615 0$aIndustrial safety$xPsychological aspects. 615 0$aAeronautics$xSafety measures. 615 0$aNuclear power plants$xSafety measures. 615 0$aMedical care$xSafety measures. 676 $a658.3/82 700 $aHollnagel$b Erik$f1941-$0850318 801 0$bFlBoTFG 801 1$bFlBoTFG 906 $aBOOK 912 $a9910826431903321 996 $aSafety-i and safety-ii$93927724 997 $aUNINA