{"title":"从血液中吸取的教训:为什么我们不能利用未遂事件来预防人为灾难","authors":"C. Tinsley","doi":"10.1080/00963402.2023.2199565","DOIUrl":null,"url":null,"abstract":"ABSTRACT Many, if not most, man-made disasters are preceded by near-misses, where something goes awry but lucky circumstances prevent things from going truly and irreparably wrong. Organizations can learn from these near-misses and make changes necessary to prevent future disasters, but often they do not. This can sometimes be the fault of dysfunctional leadership, but there are also more basic psychological factors at work.","PeriodicalId":46802,"journal":{"name":"Bulletin of the Atomic Scientists","volume":"79 1","pages":"137 - 141"},"PeriodicalIF":1.9000,"publicationDate":"2023-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Lessons learned in blood: Why we fail to use near-misses to prevent man-made disasters\",\"authors\":\"C. Tinsley\",\"doi\":\"10.1080/00963402.2023.2199565\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"ABSTRACT Many, if not most, man-made disasters are preceded by near-misses, where something goes awry but lucky circumstances prevent things from going truly and irreparably wrong. Organizations can learn from these near-misses and make changes necessary to prevent future disasters, but often they do not. This can sometimes be the fault of dysfunctional leadership, but there are also more basic psychological factors at work.\",\"PeriodicalId\":46802,\"journal\":{\"name\":\"Bulletin of the Atomic Scientists\",\"volume\":\"79 1\",\"pages\":\"137 - 141\"},\"PeriodicalIF\":1.9000,\"publicationDate\":\"2023-05-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Bulletin of the Atomic Scientists\",\"FirstCategoryId\":\"90\",\"ListUrlMain\":\"https://doi.org/10.1080/00963402.2023.2199565\",\"RegionNum\":4,\"RegionCategory\":\"社会学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"INTERNATIONAL RELATIONS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Bulletin of the Atomic Scientists","FirstCategoryId":"90","ListUrlMain":"https://doi.org/10.1080/00963402.2023.2199565","RegionNum":4,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"INTERNATIONAL RELATIONS","Score":null,"Total":0}
Lessons learned in blood: Why we fail to use near-misses to prevent man-made disasters
ABSTRACT Many, if not most, man-made disasters are preceded by near-misses, where something goes awry but lucky circumstances prevent things from going truly and irreparably wrong. Organizations can learn from these near-misses and make changes necessary to prevent future disasters, but often they do not. This can sometimes be the fault of dysfunctional leadership, but there are also more basic psychological factors at work.