Engineering resilience in a prison's performance management system

Abstract While organisations are becoming more complex than ever, their applied performance management (PM) systems are still based on the conventional PM approach, derived from the need for control and accountability. On the other hand, turbulent changes, growing interdependencies across organisations, and increasing uncertainty have created challenges beyond the boundaries of traditional approaches. This study explores how principles and methods from the resilience engineering (RE) field can be applied to improve organisations' adaptive capacity in the sense that they anticipate, recognise, adapt to and absorb external or internal disturbances. By discussing features of different components of PM systems and ideas in RE, we provide a framework that links the elements of a PM system and the main features of RE at the cultural, strategic, and operational levels. The approach is instantiated and validated in the context of correctional service institutes, focusing on both security threats and related safety implications for staff and other inmates. We use a Norwegian prison as a case study and apply the proposed framework to assess the institute's resilience potentials.

[1]  Riccardo Patriarca,et al.  Resilience Engineering: current status of the research and future challenges , 2018 .

[2]  Robert A. Simons,et al.  Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal , 1994 .

[3]  Paul E. Jones,et al.  The potential for social contextual and group biases in team decision-making: biases, conditions and psychological mechanisms , 2000, Ergonomics.

[4]  Sheuwen Chuang,et al.  Measurement of resilience potentials in emergency departments: Applications of a tailored resilience assessment grid , 2020 .

[5]  Terje Aven,et al.  An enhanced data-analytic framework for integrating risk management and performance management , 2016, Reliab. Eng. Syst. Saf..

[6]  Rollin J. Fairbanks,et al.  Knowledge Elicitation for Resilience Engineering in Health Care , 2015 .

[7]  M. Gibbert,et al.  The ‘‘What’’ and ‘‘How’’ of Case Study Rigor: Three Strategies Based on Published Work , 2010 .

[8]  R. Steen.  On the Application of the Safety-II Concept in a Security Context , 2019, European Journal for Security Research.

[9]  Terje Aven,et al.  A risk perspective suitable for resilience engineering , 2011 .

[10]  A. Boin,et al.  Designing resilient institutions for transboundary crisis management : A time for public administration , 2016 .

[11]  Sidney Dekker,et al.  Safety II professionals: How resilience engineering can transform safety practice , 2020, Reliab. Eng. Syst. Saf..

[12]  Hanne Nørreklit.  The Balance on the Balanced Scorecard: A Critical Analysis of Some of Its Assumptions , 2000 .

[13]  Morten Lund,et al.  Killing the balanced scorecard to improve internal disclosure , 2017 .

[14]  W. Ocasio.  TOWARDS AN ATTENTION-BASED VIEW OF THE FIRM , 1997 .

[15]  K. Weick.  D. Christopher Kayes: Organizational Resilience: How Learning Sustains Organizations in Crisis, Disaster, and Breakdowns , 2016 .

[16]  Gretchen B. Rossman,et al.  Marshall, Catherine, and Gretchen B. Rossman, Designing Qualitative Research, 3rd ed. Thousand Oaks, CA: Sage, 1999. , 1999 .

[17]  Ove Njå,et al.  Components of a Tool to Address Learning from Accident Investigation , 2013 .

[18]  E. Stern.  Crisis and Learning: A Conceptual Balance Sheet , 1997 .

[19]  I. Linkov,et al.  Integrating Risk and Resilience Approaches to Catastrophe Management in Engineering Systems , 2013, Risk analysis : an official publication of the Society for Risk Analysis.

[20]  S. Dekker.  Safety Differently: Human Factors for a New Era, Second Edition , 2014 .

[21]  Riccardo Patriarca,et al.  An Analytic Framework to Assess Organizational Resilience , 2017, Safety and health at work.

[22]  J. Maxwell.  Designing a qualitative study. , 1998 .

[23]  Anne-Sophie Nyssen,et al.  From myopic coordination to resilience in socio-technical systems. A case study in a hospital , 2011 .

[24]  Terje Aven,et al.  An integrated perspective for balancing performance and risk , 2019, Reliab. Eng. Syst. Saf..

[25]  R. Steen,et al.  The trinity of resilient organisation: aligning performance management with organisational culture and strategy formation , 2017 .

[26]  David Otley,et al.  The design and use of performance management systems: An extended framework for analysis , 2009 .

[27]  F. Bilotta,et al.  A multicountry comparative survey about organizational resilience in anaesthesia , 2018, Journal of evaluation in clinical practice.

[28]  P. Ferreira,et al.  Managing interdependencies in critical infrastructures—a cornerstone for system resilience , 2018 .

[29]  David D. Woods,et al.  Four concepts for resilience and the implications for the future of resilience engineering , 2015, Reliab. Eng. Syst. Saf..