La gestion de la sûreté dans le nucléaire

Journé, Benoît; Tillement, Stéphanie

doi:10.4000/books.pur.58405

Cited by 3 publications

(3 citation statements)

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“…In a completely different context to the one studied here -a nuclear power station - Journé (2003) warns of the pitfalls of external communication. In our case, by communicating openly about its error tolerance policy, the organization could leave customers with the subjective impression that the quality of service has declined (despite objective improvements to the service recovery process).…”

Section: Organizational Error Tolerance: An Information Blind Spotmentioning

confidence: 87%

How can organizational tolerance toward frontline employees’ errors help service recovery?

Cusin

Flacandji

2021

Journal of Personal Selling & Sales Management

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While work on service failures has recently begun to investigate aspects of service recovery systems from an organizational perspective, little attention has been paid to the specific practice of organizational error tolerance in the service marketing literature. One important gap is the lack of an integrated perspective of the outcomes of such a policy on service recovery. The literature also ignores the differences in internal and external perspectives of service failure and their impact on openly communicating the policy. To address this issue, we examined how and under what conditions organizational error tolerance can help improve the experience of customers who encounter service failure caused by frontline employees. We opted for a multilevel qualitative approach in the retail sector, leading to four propositions. After identifying the mechanisms through which an error tolerance policy can generate positive outcomes -within certain limits -for customers in cases of service failure, we argue that such organizational error tolerance conflicts with the demanding attitude of today's customers, and their negative representation of individual errors. This tension makes it difficult for service providers to reveal their error tolerance policy, giving rise to what we refer to as an "informational blind spot".

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Section: Organizational Error Tolerance: An Information Blind Spotmentioning

confidence: 87%

How can organizational tolerance toward frontline employees’ errors help service recovery?

Cusin

Flacandji

2021

Journal of Personal Selling & Sales Management

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“…Our chapter goes some way to addressing this gap by considering the link between outsourcing a core activity (in this case, production) and "safe industrial performance". As stated by Journé and Tillement [15], "[t]his concept aims to put emphasis on the articulation between the safety goal and the other industrial goals by focusing on the processes, actors and objects that make this articulation possible under good conditions. "…”

Section: Outsourcing Contracting Out and Safe Industrial Performancementioning

confidence: 99%

Contracting and Safety: Lessons from Observing an Outsourcing Process “in the Making”

Tillement

Leuridan

2022

Contracting and Safety

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Drawing from an inductive study at a nuclear plant, this chapter provides insights about an outsourcing situation that is barely studied in the literature, i.e. an outsourcing process (1) “in the making” of (2) a production activity. We highlight how practical, professional and contractual arrangements are elaborated throughout the progressive transfer of the activity. We discuss, from a situated perspective, the positive and negative effects of outsourcing in the short term and draw attention to key lessons for ensuring safe industrial performance in the long term.

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“…Saintoyant et al (2012, p. 36) speak of the 'tyranny of the zero-risk requirement'. An idea effectively entrenched in public opinion is that organizations that are highly exposed to risk are not allowed to make mistakes, even though zero risk is an illusion (Journé, 2003).…”

Section: Medical Errors: An External Legal and Reputational Threatmentioning

confidence: 99%

Managing Medical Errors in a University Hospital: How to Handle the Internal Learning–External Protection Paradox?

Cusin¹,

Belghit

2022

mgmt

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Hospitals are looking to strengthen their safety culture by learning internally from medical errors that occur to prevent them from happening again. This implies creating an atmosphere of psychological safety that encourages errors to be reported. Only open communication from teams can help to improve practices. Also, many establishments have implemented no-punishment charters, creating a policy of tolerance of errors. However, a medical error can become a legal issue. The fact that a court of law can use anything hospital staff have said or written after an adverse event has occurred encourages defensive communication to protect oneself from outside stakeholders. To date, the literature on medical errors has not studied how hospitals overcome this contradiction. In this qualitative research, we use paradox theory in the case of a single university hospital to understand how a hospital confronted with medical errors can effectively manage the internal learning–external protection paradox. A deeper study of this specific context also allows us to supplement the literature on organizational paradoxes. We demonstrate how the interactions between different levels of analysis contribute to operationalizing paradox management in a dynamic and characteristic way, on the one hand, and what makes it effective, on the other hand.

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La gestion de la sûreté dans le nucléaire

Cited by 3 publications

References 0 publications

How can organizational tolerance toward frontline employees’ errors help service recovery?

How can organizational tolerance toward frontline employees’ errors help service recovery?

Contracting and Safety: Lessons from Observing an Outsourcing Process “in the Making”

Managing Medical Errors in a University Hospital: How to Handle the Internal Learning–External Protection Paradox?

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