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Averting Disaster Before It Strikes : How to Make Sure Your Subordinates Warn You While There Is Still Time to Act.

Bibliographic Details
Main Author: Chernov, Dmitry.
Other Authors: Ayoub, Ali., Sansavini, Giovanni., Sornette, Didier.
Format: eBook
Language:English
Published: Cham : Springer International Publishing AG, 2023.
Edition:1st ed.
Subjects:
Electronic books.
Online Access:Click to View
Table of Contents:
  • Intro
  • ACKNOWLEDGEMENTS
  • EXECUTIVE SUMMARY
  • THE PROBLEM
  • WHY THE PROBLEM EXISTS
  • HOW THE PROBLEM CAN BE SOLVED
  • DISCUSSION
  • CONCLUSION
  • Contents
  • ABOUT THE AUTHORS
  • The Problem
  • 1 Importance of Risk Information Transmission in Critical Infrastructure Organizations
  • Why the Problem Exists
  • 2 Factors That Obstruct the Reporting of Information About Risks in Critical Infrastructure Companies
  • 2.1 Causes of Risk Concealment Based on the Analysis of Past Disasters
  • 2.2 Main Factors of Intra-organizational Risk Concealment That Discourage Subordinates from Reporting Risk-Related Information Internally, or Encourage Managers to Ignore Early Warnings When They Are Reported (Based on Analysis of 20 Major Historical Accidents and Disasters)
  • 2.3 Views of Practitioners Managing Critical Infrastructure About Why Managers Are Reluctant to Receive Risk-Related Information, and Why Employees Are Reluctant to Disclose Risks
  • 2.3.1 Who Creates an Internal Climate Within an Organization Where It Is not Acceptable to Talk About Problems?
  • 2.3.2 Reasons Why Leaders Do not Want to Hear About Problems from Their Subordinates
  • 2.3.3 Reasons Why Employees Are Reluctant to Disclose Risks to Their Managers
  • How the Problem Can Be Solved
  • 3 Recommendations for Owners and Senior Management: Ten Practical Ways to Improve the Quality of Risk Information Transmission Within Critical Infrastructure Organizations
  • 3.1 Recommendation No. 1: Owners and Senior Management Should Be Willing to Give Up Short-Term Profits in Exchange for the Long-Term Stability of Critical Infrastructure
  • 3.2 Recommendation No. 2: Senior Management Should Be Approachable About Problems, and Have the Desire and Resources to Control and Mitigate Identified Risks.
  • 3.3 Recommendation No. 3: Risks Must Be Prioritized, as It Is Impossible to Manage Every Risk Within an Organization Simultaneously
  • 3.4 Recommendation No. 4: Senior Managers Must Be Leaders in Safety
  • 3.5 Recommendation No. 5: Senior Management Should Build an Atmosphere of Trust and Security, so that Employees Feel Safe to Disclose Risk-Related Information
  • 3.6 Recommendation No. 6: Middle Management Are Allies of Senior Management in Building an Organization Where Active Dialogue Between Superiors and Subordinates Is Welcomed
  • 3.7 Recommendation No. 7: Use Different Upward Risk Transmission Channels
  • 3.8 Recommendation No. 8: The Words of Leaders Should Be Supported by Their Actions: Problems Once Identified Need to Be Solved
  • 3.9 Recommendation No. 9: Do not Penalize Specific Employees: Look for Systemic Defects Within the Organization
  • 3.10 Recommendation No. 10: Reward Employees for Disclosure of Safety and Technological Risks
  • 3.11 Other Recommendations for Improving the Quality of Risk Communication in Critical Infrastructure Companies
  • 4 A Pilot Project-Introducing a System for Transmitting Information on Safety and Technological Problems Within a Critical Infrastructure Company
  • Conclusion
  • Discussion: Automating the Collection of Information About Equipment Operation, and the Prospects for Artificial Intelligence in the Operation of Critical Infrastructure
  • Discussion: Disclosure of Critical Risks to Insurance Companies in Exchange for Reduced Premiums
  • Discussion: Impact of National Culture on Risk Information Transmission Within Critical Infrastructure Companies.

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