By David D. Woods, Erik Hollnagel, Jean PariÃ..s, John Wreathall
ISBN-10: 1409410358
ISBN-13: 9781409410355
Resilience engineering has due to the fact 2004 attracted common curiosity from in addition to academia. Practitioners from numerous fields, comparable to aviation and air site visitors administration, sufferer safeguard, off-shore exploration and creation, have speedy realised the possibility of resilience engineering and feature grew to become early adopters. the continuing improvement of resilience engineering has taken with 4 skills which are crucial for resilience. those are the facility to reply to what occurs, to watch severe advancements, to expect destiny threats and possibilities, and to profit from previous adventure - successes in addition to disasters. operating with the 4 skills presents a dependent means of analysing difficulties and concerns, in addition to of presenting sensible recommendations (concepts, instruments, and methods). This ebook is split into 4 major sections which describe matters in relation to all of the 4 talents. The chapters in each one part emphasise sensible methods of engineering resilience and have case experiences and genuine functions. The textual content is written to be simply available for readers who're extra drawn to strategies than in learn, yet can be of curiosity to the latter staff.
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Extra info for Resilience Engineering in Practice (Ashgate Studies in Resilience Engineering)
Example text
We can see a whole set of skills and response capacities behind the Hudson success story. In spite of the initial denial phase, a very fast overall ‘operational’ comprehension of the situation was achieved. The assessment of the options was globally right and this was instrumental for the success: any decision in such a situation is a single shot. There is no ‘please try again’ button. , taking advantage of the fortuitous presence of the Hudson amid a highly populated area; choosing a ditching location near operating boats so as to maximise the chances of rescue), self confidence (‘I was sure I could do it’ said Captain Sullenberger in a post-event interview) and awareness of limitations (a right mixture of ‘yes we can’ and ‘unable’).
This is due to the unspoken assumption that we can best learn about things that go wrong by studying only things that go wrong. It is nice when things go right, but there is no need to pay much attention to them precisely because they go right. It is also due to the fact that as we get used to something, we tend not to notice it any longer. ) Resilience Engineering, however, takes a different position. Resilience Engineering sees the ‘things that go wrong’ as the flip side of the ‘things that go right,’ and therefore assumes that they are a result of the same underlying processes.
While not a new concept, such a defence-in-depth structure can be regarded as a ‘strategic resilience’ engineered into the system at the highest, holistic level. Each move through one line of defence to the next one means a kind of tactical retreat, in which sights are lowered, sacrificing decisions are made, in order to save what can be saved from the wreckage. At each stage: • • • the situation gets more improbable, more variable, less controllable; the probability of damage is increasing, as well as the potential magnitude of damage; response options are restricted, harder to anticipate, less reversible, deadlines are more demanding.