This article was prompted by the 2019 television drama series ‘Chernobyl’, and focuses on human error, safety culture and designing for safety. It provides some discussion points to engage with your key stakeholders and to facilitate safety moments.
The UK NHS (National Health Service), like healthcare in other countries, is a complex system. It is one of the largest employers in the world – some NHS Trusts employ around 20,000 staff and have a turnover of more than £1 billion. The NHS is not a single organisation – there are many parts that make up the NHS. However, these components do not operate as separate entities, they are interconnected and work together as a system. This creates challenges for those that lead these organisations. A recent report on leadership by The King’s Fund: “Leadership in today’s NHS: Delivering the impossible” questions whether senior leadership roles in the NHS are still “do-able”.
I was heavily influenced by a HSE publication ‘Organising for Safety’, led by Dr Donald Broadbent. This post provides a key conclusion from this report and considers its relevance over 20 years later.
Violations of procedures are a significant cause of many workplace accidents. This post introduces this type of human failures and includes a Briefing Note with strategies to prevent violations.
Nimrod XV230 was due to a catalogue of organisational failures and the lessons are relevant to any high-hazard or complex organisation.
In this article I provide ten questions to help stimulate discussion and reflection on leadership, culture and priorities.
Expect the unexpected. Past success can lead to complacency. How can organisations become mindful?
Discusses the parallels between the Nimrod incident and healthcare
The first of several articles related to organisational failures highlighted in The Nimrod Review
