"Marc de Laval [...] in his research into a field of work called “human factors” discovered there were several theories around how people interact with each other either positively or negatively...
"Marc de Laval [...] in his research into a field of work called “human factors” discovered there were several theories around how people interact with each other either positively or negatively to affect an outcome. An investigation into a crisis at Bristol Children’s Hospital had found that the journey from the operating room to the intensive care unit was, in itself, dangerous because people made it so, despite their best intentions.
"If something went wrong in the journey to theatre — such as a crucial wire becoming unattached — all staff would rush to the issue in an attempt to fix it, rather than having the discipline and structure for one dedicated staff member to do so in a less panicked manner."
"Marc de Laval [...] in his research into a field of work called “human factors” discovered there were several theories around how people interact with each other either positively or negatively to affect an outcome. An investigation into a crisis at Bristol Children’s Hospital had found that the journey from the operating room to the intensive care unit was, in itself, dangerous because people made it so, despite their best intentions.
"If something went wrong in the journey to theatre — such as a crucial wire becoming unattached — all staff would rush to the issue in an attempt to fix it, rather than having the discipline and structure for one dedicated staff member to do so in a less panicked manner."
Very cool article. We’re doing a lot of work on becoming a high-reliability organization and this is very relevant.
Mirror: https://archive.is/1iGXK