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El. knyga: Just Culture: Restoring Trust and Accountability in Your Organization, Third Edition

4.17/5 (242 ratings by Goodreads)
(Griffith University, Queensland, Australia)
  • Formatas: 200 pages
  • Išleidimo metai: 07-Sep-2018
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9781317109891
Kitos knygos pagal šią temą:
Just Culture: Restoring Trust and Accountability in Your Organization, Third EditionDidesnis paveikslėlis
  • Formatas: 200 pages
  • Išleidimo metai: 07-Sep-2018
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9781317109891
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A just culture is a culture of trust, learning and accountability. It is particularly important when an incident has occurred; when something has gone wrong. How do you respond to the people involved? What do you do to minimize the negative impact, and maximize learning? This third edition of Sidney Dekkers extremely successful Just Culture offers new material on restorative justice and ideas about why your people may be breaking rules. Supported by extensive case material, you will learn about safety reporting and honest disclosure, about retributive just culture and about the criminalization of human error. Some suspect a just culture means letting people off the hook. Yet they believe they need to remain able to hold people accountable for undesirable performance. In this new edition, Dekker asks you to look at 'accountability' in different ways. One is by asking which rule was broken, who did it, whether that behavior crossed some line, and what the appropriate consequences should be. In this retributive sense, an 'account' is something you get people to pay, or settle. But who will draw that line? And is the process fair? Another way to approach accountability after an incident is to ask who was hurt. To ask what their needs are. And to explore whose obligation it is to meet those needs. People involved in causing the incident may well want to participate in meeting those needs. In this restorative sense, an 'account' is something you get people to tell, and others to listen to. Learn to look at accountability in different ways and your impact on restoring trust, learning and a sense of humanity in your organization could be enormous.

Recenzijos

Comments on previous editions: 'Readers interested in organizational ethics and decision-making will benefit from the case studies and examples. Summing Up: Recommended. Lower- and upper-level undergraduates; general readers. Choice, February 2013 ...it is difficult to think of a more relevant and challenging book for health and safety practitioners, company managers and directors, regulators of all stripes, and members of parliament. Safeguard, New Zealand, Jan/Feb 2013 'Sidney Dekker's book is a thought-provoking exposition of the concept of a just society. Would that we could achieve it! The questions that the author raises need to be discussed at all levels of government, and by judges and lawyers, and by ministers of health. Dekker makes it clear that profound changes must be made in both the legal and the medical systems if we really wish to improve medical safety.' John W. Senders, University of Toronto, Canada 'A timely book about the current major safety dilemma - how do we resolve the apparent conflict between increasing demands for accountability and the creation of an open and reporting organisational culture? Thought-provoking, erudite, and analytical, but very readable, Sidney Dekker uses many practical examples from diverse safety-critical domains and provides a framework for managing this issue. A 'must-read' for anyone interested in safety improvement, but also, one hopes, for politicians, law-makers and the judiciary.' Dr Tom Hugh. MDA National Insurance Ltd, Sydney, Australia 'With surgical precision Sidney Dekker lays bare the core elements of a just culture. He convincingly explains how this desired outcome arises from a combination of accountability and (organisational) learning. The real-life cases in the book serve to drive his arguments home in a way that will be easily recognised and understood by practitioners in safety-critical industries, and hopefully also by rule makers and lawyers.' Bert Ruitenberg, IFATCA Human Factors

Preface ix
Acknowledgments xvii
Author xix
Case Study: Under the Gun xxi
Case Study: When Does a Mistake Stop Being Honest? xxv
Chapter 1 Retributive and Restorative Just Cultures
1(32)
Retributive Just Culture
1(11)
Shades of Retribution
2(4)
Difficulties and Fairness in Retribution
6(1)
Substantive Justice
7(1)
Breaking The Rules to Get More Recruits: Some Say Cheating Needed to Fill Ranks
7(1)
Procedural Justice
8(2)
Summarizing and Managing the Difficulties with Retributive Justice
10(2)
Restorative Just Culture
12(9)
Restorative Justice Steps
13(1)
Who Was Hurt, and What Are His or Her Needs?
13(3)
Identifying the Obligations to Meet Needs
16(3)
Restoration and Forgiveness
19(2)
Comparing and Contrasting Retributive and Restorative Approaches
21(3)
Neither Retributive nor Restorative Justice "Lets People Off the Hook"
22(1)
Retributive and Restorative Forms of Justice Deal Differently with Trust
23(1)
Can Someone or Something Be Beyond Restorative Justice?
24(2)
Case Study
26(7)
Are All Mistakes Equal?
26(1)
Technical Errors: Errors in a Role
26(3)
Normative Errors: Errors of a Role
29(4)
Chapter 2 Why Do Your People Break the Rules?
33(28)
Labeling Theory
34(4)
Violations Seen from This Bench Are Just Your Imagination
34(4)
Control Theory
38(2)
Learning Theory
40(2)
The Bad Apple Theory
42(4)
Stupid Rules and Subculture Theory
46(4)
Resilience Theory
50(4)
Case Study
54(7)
Hindsight and Shooting Down an Airliner
54(1)
The Hindsight Bias
55(2)
A Normal, Technical Professional Error
57(1)
A Normative, Culpable Mistake
58(1)
Hindsight and Culpability
59(1)
The Worse the Outcome, the More to Account For
60(1)
Chapter 3 Safety Reporting and Honest Disclosure
61(30)
A Few Bad Apples?
62(1)
Getting People to Report
63(1)
What to Report?
64(1)
Keeping the Reports Coming In
65(1)
Reporting to Managers or to Safety Staff?
66(1)
The Successful Reporting System: Voluntary, Nonpunitive, and Protected
67(4)
Voluntary
68(1)
Nonpunitive
68(2)
Protected
70(1)
What If Reported Information Falls into the Wrong Hands?
70(1)
The Difference between Disclosure and Reporting
71(4)
Overlapping Obligations
73(2)
The Risks of Reporting and Disclosure
75(2)
The Ethical Obligation to Report or Disclose
76(1)
The Risk with Disclosure
76(1)
The Protection of Disclosure
77(1)
What is Being Honest?
77(2)
Case Study
79(8)
A Nurse's Error Became a Crime
79(2)
At the Supreme Court
81(2)
A Calculation Gone Awry
83(2)
"Mea Culpa"
85(2)
Criminal Law and Accidental Death
87(1)
Rational Systems that Produce Irrational Outcomes
88(2)
The Shortest Straw
90(1)
Chapter 4 The Criminalization of Human Error
91(36)
The First Victims
92(3)
Do First Victims Believe that Justice Is Served by Putting Error on Trial?
93(2)
Are Victims in It for the Money?
95(1)
The Second Victim
95(1)
The Prosecutor
96(3)
What to Prosecute?
96(2)
Safety Investigations that Sound Like Prosecutors
98(1)
The Prosecutor as Truth-Finder
99(1)
The Defense Lawyer
99(1)
The Judge
100(2)
Establishing the "Facts"
100(1)
Determining Whether Laws Were Broken
101(1)
Deciding Adequate Punishment
101(1)
Lawmakers
102(1)
The Employing Organization
103(1)
The Consequences of Criminalization
103(5)
Most Professionals Do Not Come to Work to Commit Crimes
103(1)
Is Criminalization Bad for Safety?
103(4)
But Isn't There Anything Positive about Involving the Legal System?
107(1)
Tort Liability
108(1)
Without Prosecutors, There Would Be No Crime
109(4)
The View from Nowhere
110(1)
There Is No View from Nowhere
110(3)
Judicial Proceedings and Justice
113(1)
Judicial Proceedings and Safety
114(2)
Summing Up the Evidence
116(1)
Case Study
117(10)
Industry Responses to Criminalization
117(2)
Response 1 Do Nothing
119(1)
Consequences
120(1)
Response 2 The Volatile Safety Database
120(1)
Consequences
120(1)
Response 3 Formally Investigate Beyond the Period of Limitation
120(1)
Consequences
121(1)
Response 4 Rely on Lobbying, Prosecutorial, and Media Self-Restraint
121(1)
Consequences
122(1)
Response 5 Judge of Instruction
122(1)
Consequences
123(1)
Response 6 The Prosecutor Is Part of the Regulator
123(1)
Consequences
123(1)
Response 7 Disciplinary Rules within the Profession
124(1)
Consequences
125(2)
Chapter 5 What Is the Right Thing to Do?
127(26)
Dealing with An Incident
127(4)
Before Any Incident Has Even Happened
127(1)
After an Incident Has Happened
128(3)
Not Individuals or Systems, but Individuals in Systems
131(3)
A Discretionary Space for Personal Accountability
131(1)
Blame-Free Is Not Accountability-Free
132(2)
Forward-Looking Accountability
134(3)
Ask What Is Responsible, Not Who Is Responsible
136(1)
What Is the Right Thing to Do?
137(1)
What Can Ethics Tell You?
138(6)
Virtue Ethics
139(1)
Duty Ethics
139(2)
Contract Ethics
141(1)
Utilitarianism
142(1)
Consequence Ethics
142(1)
Golden Rule Ethics
143(1)
Not Bad Practice, but Bad Relationships
144(1)
Case Study
145(2)
There Is Never One "True" Story
145(2)
Which Perspective Do We Take?
147(4)
The "Real" Story of What Happened?
150(1)
Rhetoric: The Art of Persuasion
151(2)
References 153(6)
Index 159
Sidney Dekker (PhD Ohio State University, USA, 1996) is currently professor at Griffith University in Brisbane, Australia, where he runs the Safety Science Innovation Lab. He is also Professor (Hon.) of psychology at The University of Queensland, and Professor (Hon.) of human factors and patient safety at the Royal Children's Hospital in Brisbane. Previously, Sidney was Professor of human factors and system safety at Lund University in Sweden. After becoming full professor, he learned to fly the Boeing 737, working part-time as an airline pilot out of Copenhagen. Sidney is the best-selling author of a multitude of human factors and safety books in addition to Just Culture, including, most recently, The Field Guide to Understanding Human Error (2014), Safety Differently (2014), Second Victim (2013), Drift into Failure (2011), and Patient Safety (2011).
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