This book describes research on safety-related decision-making by operations supervisory personnel in three different high-hazard industries, and features a case study illustrating each: a chemical plant, a nuclear power station and an air-navigation service provider. The focus of this research is unique: those who supervise the frontline personnel and essentially provide the organizational link between senior management and minute-by-minute system operations.
Contents: Foreword; Preface; Introduction; Theoretical perspectives on making safe decisions; Part A Decision-Making in Three High Reliability Organizations: At the nuclear power station - 'We put a line in the sand'; At the chemical plant - 'If it's not safe, we don't do it'; Air traffic control - 'When you kick a ball, you don't know where it's going to land'. Part B Acting Both as Employees and as Professionals: Decision-making and identity; Rules and compliance; Professionals at work; Professional relationships; Decisions, risks and barriers; Creating environments for better decision-making; References; Index.
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