A Fresh Look at Barriers from Alternative Perspectives on Risk

This paper takes a fresh look at alternative perspectives on major accident causation theories to highlight the fact that these perspectives can supplement and improve the energy barrier perspective. The paper starts from a literature study of energy barrier perspective, Man-Made Disaster theory (MMD), Conflicting Objective Perspective (COP), Normal Accident Theory (NAT), High Reliability Organization theory (HRO), Resilience Engineering (RE), and System-Theoretic Accident Model and Processes (STAMP) model to find out main concepts and identify critical factors. A further study of safety barrier perspective is carried out using STAMP methodology to understand how barrier functions can fail. It was found that alternative perspectives can supplement the barrier perspective by structurally analyzing possible failure causes for barrier function (STAMP, MMD), looking for driving forces for unsafe decisions and unsafe actions when human interacts or be part of barrier systems (COP, HRO), and emphasizing possible complex interactions and tight coupling within barrier functions (NAT, RE). Furthermore, suggestions to barrier management based on best practices from these perspectives are presented, which will be developed into concrete risk reduction measures, such as checklists, audits schemes, or indicators to help decision-makers better comprehend and maintain the performance of barrier functions in further work.

[1]  Karl E. Weick,et al.  Managing the unexpected: resilient performance in an age of uncertainty, second edition , 2007 .

[2]  Erik Hollnagel,et al.  Risk + barriers = safety? , 2008 .

[3]  Snorre Sklet,et al.  Safety barriers: Definition, classification, and performance , 2006 .

[4]  Karl E. Weick,et al.  Managing the unexpected: Assuring high performance in an age of complexity. , 2001 .

[5]  A. Hopkins Issues in safety science , 2014 .

[6]  Knut Øien,et al.  Reliability Prediction Method for Safety Instrumented Systems PDS Method Handbook , 2003 .

[7]  Barbara J. Peters,et al.  Human Error: Causes and Control , 2006 .

[8]  Jan Erik Vinnem,et al.  Risk modelling of maintenance work on major process equipment on offshore petroleum installations , 2012 .

[9]  Andrew Hopkins The Problem of Defining High Reliability Organisations , 2007 .

[10]  T. Laporte,et al.  Working in Practice But Not in Theory: Theoretical Challenges of “High-Reliability Organizations” , 1991 .

[11]  John B. Taylor,et al.  Safety Culture: Assessing and Changing the Behaviour of Organisations , 2010 .

[12]  J. E. Groves,et al.  Made in America: Science, Technology and American Modernist Poets , 1989 .

[13]  Markku Mattila,et al.  Effective supervisory behaviour and safety at the building site , 1994 .

[14]  M. Sam Mannan,et al.  Resilience engineering of industrial processes: Principles and contributing factors , 2012 .

[15]  Erik Hollnagel,et al.  Resilience Engineering in Practice: A Guidebook , 2012 .

[16]  Carl Rollenhagen,et al.  Event investigations at nuclear power plants in Sweden: Reflections about a method and some associated practices , 2011 .

[17]  Bartel Van de Walle,et al.  Organizational Learning for the Incident Management Process: Lessons from High Reliability Organizations , 2007, ECIS.

[18]  Nancy G. Leveson,et al.  Engineering a Safer World: Systems Thinking Applied to Safety , 2012 .

[19]  James T. Reason,et al.  Managing the risks of organizational accidents , 1997 .

[20]  Christopher Nemeth,et al.  Remaining sensitive to the possibility of failure , 2008 .

[21]  Nancy G. Leveson,et al.  A new accident model for engineering safer systems , 2004 .

[22]  M Sam Mannan,et al.  Layer of protection analysis for reactive chemical risk assessment. , 2008, Journal of hazardous materials.

[23]  Sidney Dekker,et al.  Drift into Failure: From Hunting Broken Components to Understanding Complex Systems , 2011 .

[24]  B. Turner Causes of Disaster: Sloppy Management , 1994 .

[25]  Kim J. Vicente *,et al.  Operator monitoring in a complex dynamic work environment: a qualitative cognitive model based on field observations , 2004 .

[26]  David Okrent,et al.  Man-made disasters , 1998 .

[27]  K. Roberts Some Characteristics of One Type of High Reliability Organization , 1990 .

[28]  T. L. Porte High Reliability Organizations: Unlikely, Demanding and At Risk , 1996 .

[29]  Erik Hollnagel,et al.  Barriers And Accident Prevention , 2004 .

[30]  N. Pidgeon,et al.  Man-made disasters: Why technology and organizations (sometimes) fail. , 2000 .

[31]  Jens Rasmussen,et al.  Risk management in a dynamic society: a modelling problem , 1997 .

[32]  Jonathan Stewart Drift into failure: From hunting broken components to understanding complex systems , 2012 .

[33]  Benoît Pelopidas,et al.  The Next Catastrophe Reducing Our Vulnerabilities to Natural, Industrial and Terrorist Disasters , 2012 .

[34]  Urban Kjellen,et al.  Prevention of accidents through experience feedback , 2000 .

[35]  Gary Herrin,et al.  A guide to practical human reliability assessment , 1996 .