Risk management & organizational uncertainty implications for the assessment of high consequence organizations
Post hoc analyses have demonstrated clearly that macro-system, organizational processes have played important roles in such major catastrophes as Three Mile Island, Bhopal, Exxon Valdez, Chernobyl, and Piper Alpha. How can managers of such high-consequence organizations as nuclear power plants and nuclear explosives handling facilities be sure that similar macro-system processes are not operating in their plants? To date, macro-system effects have not been integrated into risk assessments. Part of the reason for not using macro-system analyses to assess risk may be the impression that standard organizational measurement tools do not provide hard data that can be managed effectively. In this paper, I argue that organizational dimensions, like those in ISO 9000, can be quantified and integrated into standard risk assessments.
- Research Organization:
- Lawrence Livermore National Lab. (LLNL), Livermore, CA (United States)
- Sponsoring Organization:
- USDOE, Washington, DC (United States)
- DOE Contract Number:
- W-7405-ENG-48
- OSTI ID:
- 61736
- Report Number(s):
- UCRL-JC-117994; CONF-950740-33; ON: DE95011447; TRN: 95:004294
- Resource Relation:
- Conference: Joint American Society of Mechanical Engineers (ASME)/Japan Society of Mechanical Engineers (JSME) pressure vessels and piping conference, Honolulu, HI (United States), 23-27 Jul 1995; Other Information: PBD: 23 Feb 1995
- Country of Publication:
- United States
- Language:
- English
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