By Dave Zwieback
In this concise and interesting ebook, I.T. veteran Dave Zwieback describes an incident that threatens the very life of a giant bank, and the counterintuitive steps its management took to prevent the downward spiral. Their novel procedure is grounded in confirmed thoughts from complexity technology, resilience engineering, human elements, cognitive technology, and organizational psychology. It permits us to spot the underlying stipulations for failure, and make our structures (and corporations) more secure and extra resilient.
- Get a transparent figuring out of the drawback of blame
- Learn tips to determine (and counteract) cognitive biases in groups
- See how firms can make sure the genuine root reason behind problems
- Establish genuine responsibility along with your organization
- Use the training evaluate Framework to completely study from disasters of complicated systems
- Find sensible insights and information for relocating past blame on your personal organization
Read or Download Beyond Blame: Learning From Failure and Success PDF
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Extra info for Beyond Blame: Learning From Failure and Success
The root cause of this kerfuffle is operator error. You need to deal with it. We can’t afford to have this happen again. Let me be absolutely clear: all our jobs are on the line. Given how much we’re paying for talent, we should be able to find engineers who take more care. ” Roger stood up and looked around the room. ” No one said anything, so Roger left the room, followed by Raj. ” Ollie, who was sitting next to Bill, sighed and shook his head. Soon Bill was on his own, in a conference room overlooking Manhattan.
There are close to 200 listed in Wikipedia. Cognitive biases, in general, are mistakes that we make pretty reliably, and most of the time we’re unaware that we’re making them. And the biases travel in packs. “Take, for instance, outcome bias, which is almost always there when we experience hindsight bias. With outcome bias, we judge the quality of decisions made in the past given the outcome, which, of course, is unknown at decision time. Imagine there was no outage last week. ” “Well, there’s plenty of that going on around Wall Street!
Kahneman’s book, Thinking Fast and Slow—which is mostly about biases—is 500 pages long, and doesn’t even cover half of them. There are close to 200 listed in Wikipedia. Cognitive biases, in general, are mistakes that we make pretty reliably, and most of the time we’re unaware that we’re making them. And the biases travel in packs. “Take, for instance, outcome bias, which is almost always there when we experience hindsight bias. With outcome bias, we judge the quality of decisions made in the past given the outcome, which, of course, is unknown at decision time.