Knowing stories that matter: learning for effective safety decision-making

Hayes, Jan; Maslen, Sarah

doi:10.1080/13669877.2014.910690

Cited by 33 publications

(25 citation statements)

References 23 publications

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“…Clearly we cannot have a safety strategy that depends on every person having to experience significant personal trauma, but other research suggests that there are similarly effective ways to share experiences. The key lies in effective sharing of experience by way of stories (Hayes and Maslen, 2014). In this research we found evidence of this approach, too.…”

Section: Seeing the Potentialmentioning

confidence: 91%

Taking responsibility for public safety: How engineers seek to minimise disaster incubation in design of hazardous facilities

Hayes

2015

Safety Science

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Section: Seeing the Potentialmentioning

confidence: 91%

Taking responsibility for public safety: How engineers seek to minimise disaster incubation in design of hazardous facilities

Hayes

2015

Safety Science

Self Cite

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“…3. A common finding is that experiences are translated into knowledge through building stories and sharing stories with others (Hayes and Maslen 2015;Klein 1998). These stories convert experiences into memorable, meaningful lessons by drawing out the significance and implications of individual actions and events (Adorisio 2014;Klein 1998;Schank 1990) and are particularly powerful for capturing the 'sticky' tacit knowledge that experts rely on (Klein 1998;Lam 1997Lam , 2000.…”

Section: Acknowledgementsmentioning

confidence: 97%

Preventing black swans: incident reporting systems as collective knowledge management

Maslen

Hayes

2015

Journal of Risk Research

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In hazardous industries, disasters are mercifully rare and yet the potential is ever present. For this reason, companies and industries as a whole put substantial effort into gathering information about past small failures and their causes in an attempt to learn how to prevent more serious events. Despite these efforts, recent research has captured how organizations can 'fail' to learn. Disastrous events can become 'black swans' and remain unpredicted despite the existence of information warning of them. This article engages with this challenge by analyzing incident-reporting systems as a tool for collective knowledge. Drawing together the literatures on organizational knowledge management and incident reporting, we examine incident-reporting systems as used and as structured. We explore the potential use of incident-reporting systems for mediation and synchronization of knowledge within and across groups of professionals and organizations. We also address the social practices that translate information in databases into collective knowledge. Building on the work of Hecker, we argue that research concerned with incident reporting and organizational learning would benefit from using 'knowledge' and specifically 'collective knowledge' as its reference point. We show that conceptualizing this problem in terms of 'reporting' and 'learning' distracts attention from the knowledge needs for people to learn. We argue that we must ask: What do people need to know to play their part in major accident prevention? And how is that knowledge effectively shared? We conclude with an empirical research agenda in light of this investigation.

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“…It is a complex system of symbols (Mládková, 2012) that provides a sequence of interlinked events (Snowden, 1999). Stories give events meanings and significance (Polkinghorne, 1988, p. 18) and work as tools for learning and memory (Hayes & Maslen, 2015). Narratives of the world are numberless and ever-present (Heath, 1977) and are "a basic human strategy for coming to terms with time, process and change" (Herman, 2007, p. 3).…”

Section: Storiesmentioning

confidence: 99%

KNOWCON 2020. Knowledge on Economics and Management: Conference Proceedings

2020

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The paper is based on the basic principles of public sector planning, specifically financial planning and forecasting. The level of efficiency of planning and budgeting for the selected Ministry of Defence unit is evaluated on decentral planned expenditures. Evaluation of the application of individual methods of planning (including forecasting) and budgeting, led to propose of process improvement. Based on the performed analysis and comparison, it was found out that with the budgets actually spent in the evaluated period, the planning process takes place mainly on the basis of the intuitive method. Therefore, there are large deviations between the planned and real state of the MoD Unit budget. Based on qualitative analysis, it was found insufficient application of financial planning tools (as budgeting). Another identified problem is the lack of cost management tool (hereinafter only controlling) usage. Based on the results of the paper, it can be suggested that statistical methods and management tools should be used in planning, especially controlling and performance budgeting.

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Knowing stories that matter: learning for effective safety decision-making

Cited by 33 publications

References 23 publications

Taking responsibility for public safety: How engineers seek to minimise disaster incubation in design of hazardous facilities

Taking responsibility for public safety: How engineers seek to minimise disaster incubation in design of hazardous facilities

Preventing black swans: incident reporting systems as collective knowledge management

KNOWCON 2020. Knowledge on Economics and Management: Conference Proceedings

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