| masraum |
05-19-2023 02:18 PM |
Quote:
Originally Posted by Rick Lee
(Post 12002936)
Don't care about who did or didn't do what. I wouldn't point a gun at someone my own mother had handed me, even if she were as experienced as I am. I fondle guns several times per day, have done so for decades. I clear them. Every. Single. Time. Repeat. This kind of "incident" could not have happened with responsible, gun-trained people.
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Quote:
Originally Posted by sc_rufctr
(Post 12002943)
I agree 100%... I was trained long ago when I was in the army that you must clear all weapons as soon as they come in your possession (handed over or picked up, it doesn't matter... They must be cleared even if the person handing you the weapons clears it in front of you).
But after everything that's happened I think my two questions are important and should be answered.
- So who put the live round into the gun? (Not as important as my next question)
- And why wasn't the gun cleared before being handed to AB?
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THe deal is this. In these sorts of situations, there's usually multiple layers of safety protocol. For a catastrophic event to occur, there needs to be multiple failures.
How Complex Systems Fail
Quote:
ow Complex Systems Fail
(Being a Short Treatise on the Nature of Failure; How Failure is Evaluated; How Failure is Attributed to Proximate Cause; and the Resulting New Understanding of Patient Safety)
Richard I. Cook, MD
Cognitive Technologies Labratory
University of Chicago
Complex systems are intrinsically hazardous systems.
All of the interesting systems (e.g. transportation, healthcare, power generation) are inherently and unavoidably hazardous by the own nature. The frequency of hazard exposure can sometimes be changed but the processes involved in the system are themselves intrinsically and irreducibly hazardous. It is the presence of these hazards that drives the creation of defenses against hazard that characterize these systems.
Complex systems are heavily and successfully defended against failure
The high consequences of failure lead over time to the construction of multiple layers of defense against failure. These defenses include obvious technical components (e.g. backup systems, ‘safety’ features of equipment) and human components (e.g. training, knowledge) but also a variety of organizational, institutional, and regulatory defenses (e.g. policies and procedures, certification, work rules, team training). The effect of these measures is to provide a series of shields that normally divert operations away from accidents.
Catastrophe requires multiple failures – single point failures are not enough.
The array of defenses works. System operations are generally successful. Overt catastrophic failure occurs when small, apparently innocuous failures join to create opportunity for a systemic accident. Each of these small failures is necessary to cause catastrophe but only the combination is sufficient to permit failure. Put another way, there are many more failure opportunities than overt system accidents. Most initial failure trajectories are blocked by designed system safety components. Trajectories that reach the operational level are mostly blocked, usually by practitioners.
Complex systems contain changing mixtures of failures latent within them.
The complexity of these systems makes it impossible for them to run without multiple flaws being present. Because these are individually insufficient to cause failure they are regarded as minor factors during operations. Eradication of all latent failures is limited primarily by economic cost but also because it is difficult before the fact to see how such failures might contribute to an accident. The failures change constantly because of changing technology, work organization, and efforts to eradicate failures.
Complex systems run in degraded mode.
A corollary to the preceding point is that complex systems run as broken systems. The system continues to function because it contains so many redundancies and because people can make it function, despite the presence of many flaws. After accident reviews nearly always note that the system has a history of prior ‘proto-accidents’ that nearly generated catastrophe. Arguments that these degraded conditions should have been recognized before the overt accident are usually predicated on naïve notions of system performance. System operations are dynamic, with components (organizational, human, technical) failing and being replaced continuously.
Catastrophe is always just around the corner.
Complex systems possess potential for catastrophic failure. Human practitioners are nearly always in close physical and temporal proximity to these potential failures – disaster can occur at any time and in nearly any place. The potential for catastrophic outcome is a hallmark of complex systems. It is impossible to eliminate the potential for such catastrophic failure; the potential for such failure is always present by the system’s own nature.
Post-accident attribution to a ‘root cause’ is fundamentally wrong.
Because overt failure requires multiple faults, there is no isolated ‘cause’ of an accident. There are multiple contributors to accidents. Each of these is necessarily insufficient in itself to create an accident. Only jointly are these causes sufficient to create an accident. Indeed, it is the linking of these causes together that creates the circumstances required for the accident. Thus, no isolation of the ‘root cause’ of an accident is possible. The evaluations based on such reasoning as ‘root cause’ do not reflect a technical understanding of the nature of failure but rather the social, cultural need to blame specific, localized forces or events for outcomes. 1
1 Anthropological field research provides the clearest demonstration of the social construction of the notion of ‘cause’ (cf. Goldman L (1993), The Culture of Coincidence: accident and absolute liability in Huli, New York: Clarendon Press; and also Tasca L (1990), The Social Construction of Human Error, Unpublished doctoral dissertation, Department of Sociology, State University of New York at Stonybrook)
Hindsight biases post-accident assessments of human performance.
Knowledge of the outcome makes it seem that events leading to the outcome should have appeared more salient to practitioners at the time than was actually the case. This means that ex post facto accident analysis of human performance is inaccurate. The outcome knowledge poisons the ability of after-accident observers to recreate the view of practitioners before the accident of those same factors. It seems that practitioners “should have known” that the factors would “inevitably” lead to an accident. 2 Hindsight bias remains the primary obstacle to accident investigation, especially when expert human performance is involved.
2 This is not a feature of medical judgements or technical ones, but rather of all human cognition about past events and their causes.
Human operators have dual roles: as producers & as defenders against failure.
The system practitioners operate the system in order to produce its desired product and also work to forestall accidents. This dynamic quality of system operation, the balancing of demands for production against the possibility of incipient failure is unavoidable. Outsiders rarely acknowledge the duality of this role. In non-accident filled times, the production role is emphasized. After accidents, the defense against failure role is emphasized. At either time, the outsider’s view misapprehends the operator’s constant, simultaneous engagement with both roles.
All practitioner actions are gambles.
After accidents, the overt failure often appears to have been inevitable and the practitioner’s actions as blunders or deliberate willful disregard of certain impending failure. But all practitioner actions are actually gambles, that is, acts that take place in the face of uncertain outcomes. The degree of uncertainty may change from moment to moment. That practitioner actions are gambles appears clear after accidents; in general, post hoc analysis regards these gambles as poor ones. But the converse: that successful outcomes are also the result of gambles; is not widely appreciated.
Actions at the sharp end resolve all ambiguity.
Organizations are ambiguous, often intentionally, about the relationship between production targets, efficient use of resources, economy and costs of operations, and acceptable risks of low and high consequence accidents. All ambiguity is resolved by actions of practitioners at the sharp end of the system. After an accident, practitioner actions may be regarded as ‘errors’ or ‘violations’ but these evaluations are heavily biased by hindsight and ignore the other driving forces, especially production pressure.
Human practitioners are the adaptable element of complex systems.
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