THE ORGANIZATIONAL ACCIDENT
RASO-WA AVIATION SAFETY PROGRAM
The Organizational Accident
ORGANIZATIONAL PROCESSES. These are activities over which any organization has a reasonable degree of direct control. Typical examples include: policy making, planning, communication, allocation of resources, supervision and so forth. The two fundamental organizational processes as far as safety is concerned are allocation of resources and communication. Downsides or deficiencies in these organizational processes are the breeding grounds for a dual pathway towards failure – for Workspace Conditions and for Latent Conditions.
Latent conditions have all the potential to breach aviation system defenses.
Typically, defenses in aviation can be grouped under three large headings: technology, training and regulations. Defenses are usually the last safety net to contain latent conditions, as well as the consequences of lapses in human performance. Most, if not all, mitigation strategies against the safety risks of the consequences of hazards are based upon the strengthening of existing defenses or the development of new ones.
Workplace conditions are originating from organizational processes. Workplace conditions are factors that directly influence the efficiency of people in aviation workplaces.
Workplace conditions are largely intuitive in that all those with operational experience have experienced them to varying degrees, and include: workforce stability, qualifications and experience, morale, management credibility, and traditional ergonomics factors such as lighting, heating and cooling.