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Resilience is an expression of how people, alone or together, cope with everyday situations – large and small – by adjusting their performance to the conditions. An organisation’s performance is resilient if it can function as required
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“If professionals consider one thing “unjust,” it is often this: Split-second operational decisions that get evaluated, turned over, examined, picked apart, and analyzed for months—by people who were not there when the decision was taken, and whose daily work does not even involve such decisions.”
― Just Culture: Balancing Safety and Accountability
― Just Culture: Balancing Safety and Accountability
“Saying what people failed to do has no role in understanding ‘human error.”
― The Field Guide to Understanding 'Human Error'
― The Field Guide to Understanding 'Human Error'
“All work is knowledge work. The carpenter’s mind is no less animated and engaged than the actuary’s. The architect’s accomplishments depend as much on the body and its senses as the hunter’s do.”
― The Glass Cage: How Our Computers Are Changing Us
― The Glass Cage: How Our Computers Are Changing Us
“Planning and doing are separate parts of the same job; they are not separate jobs. There is no work that can be performed effectively unless it contains elements of both. One”
― The Practice of Management: The Foundational Classic on Modern Management Practices—Essential for Professionals and Students
― The Practice of Management: The Foundational Classic on Modern Management Practices—Essential for Professionals and Students
“In accident investigation, as in most other human endeavours, we fall prey to the What-You-Look-For-Is-What-You-Find or WYLFIWYF principle. This is a simple recognition of the fact that assumptions about what we are going to see (What-You-Look-For), to a large extent will determine what we actually find (What-You-Find). (The principle is furthermore not limited to accident investigation, but applies to human perception and cognition in general.) In accident investigations, the guiding assumptions are sometimes explicit, for instance when they are given as a directive or objective.
Erik Hollnagel. The ETTO Principle: Efficiency-Thoroughness Trade-Off (Kindle Locations 998-1000). Kindle Edition.”
― The ETTO Principle: Efficiency-Thoroughness Trade-Off
Erik Hollnagel. The ETTO Principle: Efficiency-Thoroughness Trade-Off (Kindle Locations 998-1000). Kindle Edition.”
― The ETTO Principle: Efficiency-Thoroughness Trade-Off
John’s 2025 Year in Books
Take a look at John’s Year in Books, including some fun facts about their reading.
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89 books
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2,331 books
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993 books
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317 books
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665 books
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173 books
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