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    Chapter 2: Basic Safety Concepts "2.5: The Organizational Accident"

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    LarisonUmandal
    1) The organizational accident model views safety through a systems approach, examining organizational processes, latent conditions, defenses, and active failures. 2) Organizational processes like policymaking, planning, communication and resource allocation are fully controlled by the organization and key to safety. Deficiencies here are a step towards failure. 3) Latent conditions like equipment design flaws, incorrect procedures, and training deficiencies are potential problems. Two clusters are inadequate hazard identification and the normalization of deviance. 4) Defenses like technology, training and regulations are the last line of defense against latent conditions and human errors. They must contain their impacts. 5) Workplace conditions like staffing, qualifications, morale directly impact worker

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    Chapter 2: Basic Safety Concepts "2.5: The Organizational Accident"

    Uploaded by

    LarisonUmandal
    64 views3 pages
    1) The organizational accident model views safety through a systems approach, examining organizational processes, latent conditions, defenses, and active failures. 2) Organizational processes like policymaking, planning, communication and resource allocation are fully controlled by the organization and key to safety. Deficiencies here are a step towards failure. 3) Latent conditions like equipment design flaws, incorrect procedures, and training deficiencies are potential problems. Two clusters are inadequate hazard identification and the normalization of deviance. 4) Defenses like technology, training and regulations are the last line of defense against latent conditions and human errors. They must contain their impacts. 5) Workplace conditions like staffing, qualifications, morale directly impact worker

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    from SAFETY MANAGEMENT MANUAL ICAO

    Original Title

    ORGANIZATIONAL SAFETY PROCESS

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    1) The organizational accident model views safety through a systems approach, examining organizational processes, latent conditions, defenses, and active failures. 2) Organizational processes like policymaking, planning, communication and resource allocation are fully controlled by the organization and key to safety. Deficiencies here are a step towards failure. 3) Latent conditions like equipment design flaws, incorrect procedures, and training deficiencies are potential problems. Two clusters are inadequate hazard identification and the normalization of deviance. 4) Defenses like technology, training and regulations are the last line of defense against latent conditions and human errors. They must contain their impacts. 5) Workplace conditions like staffing, qualifications, morale directly impact worker

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    64 views3 pages

    Chapter 2: Basic Safety Concepts "2.5: The Organizational Accident"

    Uploaded by

    LarisonUmandal
    1) The organizational accident model views safety through a systems approach, examining organizational processes, latent conditions, defenses, and active failures. 2) Organizational processes like policymaking, planning, communication and resource allocation are fully controlled by the organization and key to safety. Deficiencies here are a step towards failure. 3) Latent conditions like equipment design flaws, incorrect procedures, and training deficiencies are potential problems. Two clusters are inadequate hazard identification and the normalization of deviance. 4) Defenses like technology, training and regulations are the last line of defense against latent conditions and human errors. They must contain their impacts. 5) Workplace conditions like staffing, qualifications, morale directly impact worker

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    © All Rights Reserved
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    of 3

    CHAPTER 2: BASIC SAFETY CONCEPTS

    2.5: THE ORGANIZATIONAL ACCIDENT


    For the aviation industry, the always top priority of everyone is safety. And the
    Reason Model can be more understand through building block approach. This is
    where the Organizational Accident comes through.
    THE ORGANIZATIONAL PROCESSES
    - in this block, the organization has the full or complete control. They are
    the ones that have more responsibility towards the safety of their
    operation. Usual examples include: policy making, which the rest of the
    organization should follow always; planning, no action is done without
    planning it first. Example is that in case of emergency, there is a SOP to
    be done; communication, one of the important things in aviation
    industry. Everyone involved should have clear feedback so no errors can
    be made and if there are any, it can be resolved quickly; allocation of
    resources, airline companies are spending a lot of fortunes to make their
    services better, and for safety it is not excluded; supervision, every
    action and work of every men and women who works in aviation should
    always be supervised and take necessary actions if needed, and so forth.
    Any deficiencies and irregularities in this part are a step closer towards
    failure.
    LATENT CONDITIONS
    - not all the failures and errors can be avoided of course, but these can be
    lessen. These are potential circumstances that can happen. Under latent
    conditions are deficiencies in equipment design, the machines and
    equipment didnt do sufficient work due to design errors;
    incomplete/incorrect standard operating procedures, sometimes
    personnel are misunderstood what they should do in case of an
    emergency. Instead of doing right to assess the situation they can make it
    worse due to misunderstanding of the so-called S.O.P; and training
    deficiencies. Sometimes the employees have no adequate training in
    their respective jobs, thats why they sometimes commit error.
    In common terms, latent conditions can be grouped into two large
    clusters. One cluster is inadequate hazard identification and safety
    risk management, whereby the safety risks of the consequences of
    hazards are not kept under control, but roam freely in the system to
    eventually become active through operational triggers. Those risks that
    are for some have no impact in major works, they let it pass through. Even
    though the risks of some hazards are not going to have a major impact,
    still these things should treated as a major hazard so that the sense of
    safety cant be compromised.
    - The second cluster is known as normalization of deviance, a notion
    that, simply put, is indicative of operational contexts where the exception
    becomes the rule. Sometimes due to lack of resources to do an important
    procedure, some will get their resort through shortcut, meaning they
    doing the necessary things out the book and they rely on what knowledge
    they have, without even consulting.
    DEFENCES

    Typically, defences in aviation can be grouped under three large headings:


    technology, training and regulations. These are usually the last resort
    or precaution to contain latent conditions, as well as the consequences of
    lapses in human performance.
    If the latent conditions have lapses, the defence must do its job to
    prevent the errors to occur. For example if human error is involved,
    defences should act so that the mistake can be rectified immediately.

    WORKSPACE CONDITIONS
    - Workplace conditions are factors that directly influence the efficiency of
    people in aviation workplaces. An organization cannot run without
    someone that is moving and doing actions. Workplace conditions are
    largely intuitive in that all those with operational experience have
    experienced them to varying degrees. They should have the capability to
    do what the company is asking you to do and be prepared to what things
    that you must do. This include: workforce stability, which means an
    organization should have enough personnel to do jobs; qualifications
    and experience, being familiar and having experience in the aviation
    industry are more hired than those who arent. People that are working at
    the aviation should know what they need to do and act with decency;
    morale, management credibility, not only the people who are working
    in the aviation should do their job properly, they also need to be humane
    to their co-workers so that a friendly environment can be established. And
    traditional ergonomics factors such as lighting, heating and
    cooling. The workplace of people should also be friendly to everyone
    working so that smooth and uninterrupted work can be done and they
    should also be safe to the workers.
    ACTIVE FAILURES
    - Active failures can be considered as either errors or violations. The
    difference between errors and violations is the motivational component. A
    person trying to do the best possible to accomplish a task, following the
    rules and procedures as per the training received, but failing to meet the
    objective of the task at hand commits an error. A person who willingly
    deviates from rules, procedures or training received while accomplishing a
    task commits a violation. Thus, the basic difference between errors and
    violation is intent.
    THE PERSPECTIVE OF THE ORGANIZATIONAL ACCIDENT
    Monitoring the organizational processes is very important because this is the
    primary body of the safety organization and for also to know the latent conditions.
    And if there is a concern, defenses can be reinforced. Improving workplace
    conditions is also a thing to do to monitor and contain active failures, because the
    linkage of these factors will somehow produce safety breakdown.

    THE PERSPECTIVE OF THE


    ORGANIZATIONAL ACCIDENT

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