Qu’avons-nous appris de Fukushima ?

Guarnieri, Franck; Travadel, Sébastien; Portelli, Aurélien; Afrouss, Aissame; Martín, Christophe

doi:10.1051/rgn/20152021

Cited by 7 publications

(25 citation statements)

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“…The Fukushima Daiichi accident offers an extraordinary field for researchers by virtue of the profusion of data sources and the information that has already been made public and which will eventually be made public in the future. One example is the hearing attended by the plant's Director [12]. His very personal testimony helps us to understand what motivated the responses of engineering teams who were faced with an unprecedented situation and offers an initial starting point for thinking about the concept of engineering in extreme situations [81].…”

Section: Resultsmentioning

confidence: 99%

“…By extension it could be argued that this 'entry into' also embodies a situation where the parties involved must demonstrate in advance their capacity to access the privilege: in other words, education, training, experience, professionalism, etc. The curriculum vitae of Masao Yoshida [12] is illuminating in this sense as it demonstrates his competence and expertise, making him the right person in the right place.…”

Section: Entry Into Resilience: a Way To Cope With The Extreme Situationmentioning

confidence: 99%

“…Nevertheless his actions came under severe criticism. But that is the subject of another story [12].…”

Section: From Nuclear Accident To Extreme Situationmentioning

confidence: 99%

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The Fukushima Daiichi Nuclear Accident: Entering into Resilience Faced with an Extreme Situation

Guarnieri¹

2017

Resilience: A New Paradigm of Nuclear Safety

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A transdisciplinary concept, resilience has emerged from monodisciplinary approaches and finds its foundations in various domains such as materials science, ecology, psychology, sociology, ethology, medicine, etc. Although the concept has been a work in progress in the scientific community for several decades, it was only adopted by the safety studies community in the 2000s. The Fukushima Daiichi accident has accelerated its popularity and led to an abundance of theoretical and methodological references, ideas and concepts, processes and approaches that are more-or-less operational.

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Section: Resultsmentioning

confidence: 99%

Section: Entry Into Resilience: a Way To Cope With The Extreme Situationmentioning

confidence: 99%

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The Fukushima Daiichi Nuclear Accident: Entering into Resilience Faced with an Extreme Situation

Guarnieri¹

2017

Resilience: A New Paradigm of Nuclear Safety

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“…He decides after careful reflection on causes, which "must always be mixed with chance in order to form a basis for reasoning". 2 However, despite this distancing that is at the heart of Technology, the human being must still find meaning in their actions.…”

Section: Introductionmentioning

confidence: 99%

“…In his testimony [2], the Director of the Fukushima Daiichi power plant shows how operators, who were obliged to decide between the survival of some and the sacrifice of others, gave meaning to such decisions. Some of their critical decisions are set out below (Sect.…”

Section: Introductionmentioning

confidence: 99%

Decision-Making in Extreme Situations Following the Fukushima Daiichi Accident

Travadel

2017

Resilience: A New Paradigm of Nuclear Safety

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The Fukushima Daiichi accident raises questions about current decision-making models. Faced with an overwhelming situation, which threatened both their own lives and that of the entire population, the plant's operators were obliged to take action, despite the lack of resources. In these conditions, decision making cannot be reduced to an optimization exercise based on a range of possibilities, or the application of planned operational responses to an emergency situation. The inevitable catastrophe, the social pressure it generates, the moral dilemmas it creates and the psychological drivers for action are characteristic of an extreme situation. The action plan must therefore be reinvented and individuals mobilised to these ends. It is therefore in a broader context of 'action' that decision making takes shape, and finds its logical foundations, meaning and temporality. Understanding decision making in extreme situations first requires a grasp of the development of a specific value system (that is mediated by the physical experience of the situation) in which the individual and social representations play a central role.

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Concepts, Tools and Methods for Crisis Management Training

Sauvagnargues¹,

Lapierre²,

Limousin³

et al. 2018

Decision‐making in Crisis Situations

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Concepts, Tools and Methods for Crisis Management TrainingThe purpose of this chapter is to provide an overview of the field of crisis management training. As a first step, the descriptive elements of the crisis unit will make it possible to delineate the characteristics of this top decision-making place. Then, the different aspects of crisis management training will be addressed, before thoroughly introducing the concept of crisis simulations, which are one of the specific forms that trainings may adopt. Simulations are built and characterized by scenarios which materialize the training goals and educational content and thus favor a relevant organizational learning process. Finally, in order to illustrate the overview of this problem, we will portray the simulation and research platform of the French Institute of Risk Sciences (IMT Mines Alès). The crisis unit at the heart of the processThe crisis team reunites decision makers who face a critical situation in a single place.A crisis unit can be defined as a team with strong organizational integration (Sundstrom et al. 1990), in which different roles and Chapter written by Sophie SAUVAGNARGUES, Dimitri LAPIERRE, Philippe LIMOUSIN, Noémie FRÉALLE, Florian TENA-CHOLLET, Pierre-Alain AYRAL, Aurélia BONY-DANDRIEUX and Jérôme TIXIER. Problems related to the transmission of information ReferencesWeak information sharing King et al. (2008) Improper information transmission: omissions, inaccuracies, lack of clarity, etc.

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Qu’avons-nous appris de Fukushima ?

Cited by 7 publications

References 0 publications

The Fukushima Daiichi Nuclear Accident: Entering into Resilience Faced with an Extreme Situation

The Fukushima Daiichi Nuclear Accident: Entering into Resilience Faced with an Extreme Situation

Decision-Making in Extreme Situations Following the Fukushima Daiichi Accident

Concepts, Tools and Methods for Crisis Management Training

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