Four components of a high-reliability organisation, according to High-reliability theory:

• Leadership commitment to reliability and safety (cf. Alignment)
• Redundancy and layers of defence
• Entrust people at the sharp edge to do what they think is needed for safety
• Incremental organisational learning through trial and error, analysis, reflection, simulation. Should not be organised centrally, can (should) be distributed locally as well as decision making.

A high-reliability organisation needs to keep expecting a surprise. The past should not grow a belief in sustaining future safety. Tactics:

• Preoccupation with failure
• Reluctance to simplify. Paying close attention to context and contingencies of events. More differentiation, mindsets, worldviews. Diversity of interpretation helps to anticipate what might go wrong in the future. (Diversity of thought through challenge questions)
• Sensitivity to actual operations, rather than predefined procedures and conclusions.
• Deference to expertise. Listen to minority opinion.
• Commitment to resilience

References

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