Amplifying Weak Signals

Tom Geraghty · Safety & Human Error, Interpersonal Practice

Examines how organisations can surface and act on early warning signals before they become crises. Uses Perrow's 'seeing is not always believing' and the Matrix black cat as frames for the gap between noticing an anomaly and interpreting it correctly.

Neighbours (21)

• Organizing for High Reliability: Processes of Collective Mindfulness (paper)
• Body Language & Non-Verbal Communication
• Organizing and the Process of Sensemaking (paper)
• Safety Voice and Safety Listening During Aviation Accidents: Cockpit Voice Recordings Reveal That Speaking-Up to Power Is Not Enough (paper)
• Analysis of the Iridium 33-Cosmos 2251 Collision (paper)
• Crisis-Ready Teams
• Experimental Evidence for Tipping Points in Social Convention (paper)
• Facial Displays are Tools for Social Influence (paper)
• HOP
• The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster (paper)
• Variation in Hospital Mortality Associated with Inpatient Surgery (paper)
• Watermelon Effect
• A Tale of Two Safeties (paper)
• Plan Continuation Bias
• Safety in High-Reliability Organizations: The Role of Upward Voice, Team Learning, and Safety Climate (paper)
• Swiss Cheese Model
• Types of Silence
• Westrum's Typologies
• Information Sharing and Decision-Making in Multidisciplinary Crisis Management Teams (paper)
• OODA Loop
• Present but Useless: Why Power and Culture Create Structural Silence in the Cockpit (paper)