What is an HRO/Culture of Safety Excellence?
In High Reliability Organizations, the principal objective
is not to fail.
In the case of biosecurity and biosafety, this means not
having lapses in biosafety and biosecurity. With this in
mind, HROs, and hence facilities dealing with
pathogens, should organize to:
Examples of HROs are power grids, air traffic control
systems, aircraft carriers, nuclear power plants,
hospital emergency departments, wildfire fighting crews.
Organizations that do this well follow these five principles:
In addition, these organizations create a learning culture – where everyone is encouraged to suggest how operations could be improved and made safer, and every incident and ‘near miss’ is analyzed through After Action Reviews. This means that management must encourage reporting of accidents and near misses, which, in turn, necessitates that reviews are not used to assign blame but limit themselves to learning lessons.
An allied characteristic is that HROs do not attribute human error as a cause of accidents: rather human error is seen as a symptom of an underlying system fault. Pressures of work created by efficiency/thoroughness trade-offs (e.g. speed vs safety trade-off) will always mean that there will be ‘human error’: reducing the scope for ‘human error’ requires understanding the aspects of the system that tend to create these trade-offs and hence the ‘errors’.
Finally, HROs do not delegate safety. Changing behaviors and hence culture requires not just the technical means to do so, but also the authority to mandate it and to set the tone for where the institution sets the balance between safety and the organization’s other business priorities. Thus top management – indeed all management from top to bottom – must be involved in safety for a culture of safety to take hold.
Biological risk management Consulting
Creating high reliability Organization management expertise
Chrome biological risk management consulting
CHROME © ALL RIGHTS RESERVED.