Bennett 1998a - Revision history

Scipediacontent at 15:48, 25 January 2021

2021-01-25T15:48:25Z

Scipediacontent at 10:21, 22 January 2021

2021-01-22T10:21:51Z

Scipediacontent: Scipediacontent moved page Draft Content 935104370 to Bennett 1998a

2020-10-22T14:12:44Z

Scipediacontent moved page Draft Content 935104370 to Bennett 1998a

Scipediacontent: Created page with " == Abstract == High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essential..."

2020-10-22T14:12:39Z

Created page with " == Abstract == High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essential..."

New page

== Abstract ==

High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM?s 12 rules-of-thumb (the ?Dirty Dozen?) and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.

Document type: Report

== Full document ==
<pdf>Media:Draft_Content_935104370-beopen44-1317-document.pdf</pdf>

== Original document ==

The different versions of the original document can be found in:

* [http://dx.doi.org/10.2172/8194 http://dx.doi.org/10.2172/8194]

* [https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf]

* [https://core.ac.uk/display/71214901 https://core.ac.uk/display/71214901],[https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf],[https://digital.library.unt.edu/ark:/67531/metadc733929 https://digital.library.unt.edu/ark:/67531/metadc733929],[https://academic.microsoft.com/#/detail/121689070 https://academic.microsoft.com/#/detail/121689070]

← Older revision		Revision as of 15:48, 25 January 2021
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	== Abstract ==		== Abstract ==

−	High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe ~~TRMï¿½s~~ 12 rules-of-thumb (the ~~ï¿½Dirty Dozenï¿½~~) and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.	+	High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM�s 12 rules-of-thumb (the �Dirty Dozen�) and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.

@@ Line 2: / Line 2: @@
 == Abstract ==
-High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM?s 12 rules-of-thumb (the ?Dirty Dozen?) and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.
+High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRMï¿½s 12 rules-of-thumb (the ï¿½Dirty Dozenï¿½) and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.
-−
-Document type: Report
-−
-== Full document ==
-<pdf>Media:Draft_Content_935104370-beopen44-1317-document.pdf</pdf>
@@ Line 18: / Line 13: @@
 * [https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf]
-* [https://core.ac.uk/display/71214901 https://core.ac.uk/display/71214901],[https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf https://digital.library.unt.edu/ark:/67531/metadc733929/m2/1/high_res_d/8194.pdf],[https://digital.library.unt.edu/ark:/67531/metadc733929 https://digital.library.unt.edu/ark:/67531/metadc733929],[https://academic.microsoft.com/#/detail/121689070 https://academic.microsoft.com/#/detail/121689070]
+* [https://core.ac.uk/display/71214901 https://core.ac.uk/display/71214901],

← Older revision	Revision as of 14:12, 22 October 2020
(No difference)