By Dave Zwieback
In this concise and interesting publication, I.T. veteran Dave Zwieback describes an incident that threatens the very lifestyles of a big bank, and the counterintuitive steps its management took to prevent the downward spiral. Their novel procedure is grounded in confirmed techniques from complexity technological know-how, resilience engineering, human components, cognitive technology, and organizational psychology. It permits us to spot the underlying stipulations for failure, and make our structures (and organisations) more secure and extra resilient.
- Get a transparent knowing of the drawback of blame
- Learn the way to establish (and counteract) cognitive biases in groups
- See how businesses can verify the genuine root explanation for problems
- Establish genuine responsibility along with your organization
- Use the educational overview Framework to completely examine from mess ups of complicated systems
- Find sensible insights and information for relocating past blame on your personal organization
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Additional info for Beyond Blame: Learning From Failure and Success
Definitely,” Ollie said. ’ The dirty little secret here is that we make decisions in real time, but evaluate them with the benefit of hindsight. ” “That doesn’t feel right,” said Bill. “There are rules and laws. There are procedures. There are even best practices, in some cases. ” “We’d all like to believe that we know. How about the jaywalking incident? You were clearly breaking the law. It was only a matter of time before your wrong decisions caught up with you. ” Bill looked confused. Ollie smiled and said, “Look, Bill, you did what made sense at the time.
Then he remembered a conversation he recently had with Ollie, something about trade-offs between efficiency and thoroughness, and how humans are especially good at continually making these trade-offs. I guess all these years I was more concerned about how quickly I could get to the office than with getting there safely (or at least without jaywalking tickets). Although I always checked for cars, I never waited for the WALK signal. And I certainly never looked for cops on the street. And then Bill thought about the cops, who—impressed with a recent, unnecessary death of a young woman—probably got the instructions to “serve and protect” by giving out jaywalking tickets.
Roger had a thin face and a full head of white hair. In his fitted, dark-blue suit, pink shirt, and gold cufflinks, he was the only formally dressed person in the room. T. groups at the firm where Roger was chief information officer—were seated around the table. ” “I take full responsibility for this one,” Bill said, trying not to look away. As if he hadn’t heard, Roger continued. “I had to stand there like an amateur and assure them that we have the expertise to keep the firm’s infrastructure running smoothly.
Beyond Blame: Learning From Failure and Success by Dave Zwieback