Work has never been as safe as it seems today. Safety has also never been as bureaucratized as it is today. Over the past two decades, the number of safety rules and statutes has exploded, and organizations themselves are creating ever more internal compliance requirements. Bureaucracy and compliance now seem less about managing the safety of workers, and more about managing the liability of the people they work for. At the same time, progress on safety has slowed. Many incident and injury rates have flatlined. Worse, excellent safety performance on low-consequence events tends to increase the risk of fatalities and disasters.

Building on its successful predecessors, the third edition of The Field Guide to Understanding 'Human Error' will show a new way of dealing with a perceived "human error" problem in your organization. It will help you trace how your organization juggles inherent trade-offs between safety and other pressures and expectations, suggesting that you are not the custodian of an already safe system. It will encourage you to start looking more closely at the performance that others may still call "human error", allowing you to discover how your people create safety through practice, at all levels of your organization, mostly successfully, under the pressure of resource constraints and multiple conflicting goals.

A just culture is a culture of trust, learning, and accountability. This third edition offers new material on restorative justice and ideas about why your people may be breaking rules. Supported by extensive case material, you will learn about safety reporting and honest disclosure, retributive just culture, and the criminalization of human error. If you learn to look at accountability in different ways, your impact on restoring trust, learning, and a sense of humanity in your organization could be enormous.

It is hard to change almost a lifetime of your organization’s thinking about safety in the traditional way and it is really difficult to change your organization’s history of bureaucracy that continues to reinforce the traditional safety definitions and metrics our organizations have used for many years. Let’s face it, change even for the better is hard to do. Doing Safety Differently is a discussion between two friends on what they have learned by watching organizations around the world change the way they do work.

Time-pressed professionals looking for practical guidance to shape their current or future safety programs should use this book. Pre-Accident Investigations: An Introduction to Organizational Safety helps to identify complex potential incidents before they take place. Based around the New View of human error, it offers established human performance theory in a highly practical context.

From the birth of modern industry, to winning WWII, to Japan’s Economic Miracle, W. Edwards Deming helped shape some of the most profound moments in modern history. Deming, an American engineer and statistician, is widely recognized for his contributions to the field of quality management. But his teachings go beyond quality management; they influence not only how we work today, but also how we can continue to succeed into the future.

Many organizations tell us that work has never been as safe as it is today. They will show the lowest injury figures ever and the rosiest incident counts in years. They want to be proud of these accomplishments, and perhaps they should be. But behind these results hides complexity and contradiction - a messiness that Todd Conklin takes us into with this audiobook.

In their eagerly awaited book, Kim and Spear bring to light a new theory of high-achieving organizations. They examine how companies solve the most important problems better, faster, and easier than their competitors by quickly and regularly closing the gap between aspirations and real-world success. This book teaches companies that are struggling to perform how to achieve the continual greatness seen in the best of the best.

Pacific Gas and Electric was a legacy company built by innovators and visionaries, establishing California as a desirable home and economic powerhouse. In California Burning, Wall Street Journal reporter and Pulitzer finalist Katherine Blunt examines how that legacy fell apart—unraveling a long history of deadly failures in which Pacific Gas and Electric endangered millions of Northern Californians, through criminal neglect of its infrastructure.

Sometimes bad accidents happen. When a fatal accident happens, your organization will find itself at a terrible crossroads. The choices your organization must make will set the course for the eventual recovery from this horrible event. The need to understand and explain how the awful event happened is paramount to bouncing forward to a better and more stable future. How you investigate this event is connected to whether your organization wants to blame and punish or learn and improve.

In Why We’re Polarized, Klein reveals the structural and psychological forces behind America’s descent into division and dysfunction. Neither a polemic nor a lament, this book offers a clear framework for understanding everything from Trump’s rise to the Democratic Party’s leftward shift to the politicization of everyday culture. America is polarized, first and foremost, by identity. Everyone engaged in American politics is engaged, at some level, in identity politics.

We used to think of failure as the opposite of success. Now, we’re often torn between two “failure cultures”: one that says to avoid failure at all costs, the other that says fail fast, fail often. The trouble is that both approaches lack the crucial distinctions to help us separate good failure from bad. As a result, we miss the opportunity to fail well. After decades of award-winning research, Amy Edmondson is here to upend our understanding of failure and make it work for us. In Right Kind of Wrong, Edmondson provides the framework to think, discuss, and practice failure wisely.

In PeopleWork, author and safety management consultant Kevin Burns presents a people-centered system for the management of the safety program in the workplace. He lays out the practical, how-to steps that frontline supervisors and safety people can master. This promotes a relationship-based culture focused on mentoring, coaching, and inspiring teams. It is an approach that improves employee productivity and allows everyone to achieve their personal goals and the goals of their company. With PeopleWork, you can raise workplace safety to a level where it actually works.

A man finds himself on the top step of a stepladder; a woman removes the guard to her machine; a worker is not wearing her safety glasses in the plant. Why do these folks do these things? One tendency is to blame workers for safety errors and label their personal failings as the cause. Labeling does not solve the problems. These tendencies build dysfunctional management practices that create fear associated with your safety programs. I want to teach you a better way to analyze behaviors to understand why your employees were put in a position to take the risk in the first place.

In the years following her role as the lead author of the international best seller, Limits to Growth - the first book to show the consequences of unchecked growth on a finite planet - Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001. Thinking in Systems is a concise and crucial book offering insight for problem-solving on scales ranging from the personal to the global. Edited by the Sustainability Institute's Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world....

The Great Mental Models: General Thinking Concepts is the first book in The Great Mental Models series designed to upgrade your thinking with the best, most useful and powerful tools so you always have the right one on hand. This volume details nine of the most versatile all-purpose mental models you can use right away to improve your decision making, your productivity, and how clearly you see the world.

The retired four-star general and and best-selling author of My Share of the Task shares a powerful new leadership model. Former General Stanley McChrystal held a key position for much of the War on Terror, as head of the Joint Special Operations Command. In Iraq, he found that despite the vastly superior resources, manpower, and training of the US Military, Al Qaeda had an advantage because of its structure as a loose network of small, independent cells. To defeat such an agile enemy, JSOC had to change its focus from efficiency to adaptability.

In their bestselling first book, Prediction Machines, eminent economists Ajay Agrawal, Joshua Gans, and Avi Goldfarb explained the simple yet game-changing economics of AI. Now, in Power and Prediction, they go deeper, examining the most basic unit of analysis: the decision. The authors explain that the two key decision-making ingredients are prediction and judgment, and we perform both together in our minds, often without realizing it.

Katrina. Haiti. BP. Fukushima. The Great Recession. Those are just a few of the catastrophic disruptions the world has endured in recent years. As we try to respond to such crises, key questions arise: What causes one system to break under great stress and another to rebound? How much change can a complex system absorb while still retaining its purpose and function? What characteristics make it adaptive to change? Provocative and eye-opening, Resilience sheds light on the nature of change.

In this groundbreaking work, Tim Harford shows us a new and inspiring approach to solving the most pressing problems in our lives. Harford argues that today’s challenges simply cannot be tackled with ready-made solutions and expert opinions; the world has become far too unpredictable and profoundly complex. Instead, we must adapt. Deftly weaving together psychology, evolutionary biology, anthropology, physics, and economics, along with compelling stories of hard-won lessons learned in the field, Harford makes a passionate case for the importance of adaptive trial-and-error....

K. Eric Drexler is the founding father of nanotechnology - the science of engineering on a molecular level. In Radical Abundance, he shows how rapid scientific progress is about to change our world. Thanks to atomically precise manufacturing, we will soon have the power to produce radically more of what people want, and at a lower cost. The result will shake the very foundations of our economy and environment.

Merger and acquisition activity across the globe continues to grow, and is also playing a major role in the development of expanding markets. A well-managed integration effort is essential to success, and failure means a tremendous waste in terms of time and money, as well as the rapid destruction of shareholder value. The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level, Third Edition is an invaluable resource to guide firms in managing M&A integration and maximize the value of their deals.

Warnings is the story of the future of national security, threatening technologies, the US economy, and possibly the fate of civilization. In Greek mythology Cassandra foresaw calamities, but was cursed by the gods to be ignored. Modern-day Cassandras clearly predicted the disasters of Katrina, Fukushima, the Great Recession, the rise of ISIS, and many more. Like the mythological Cassandra, they were ignored. There are others right now warning of impending disasters, but how do we know which warnings are likely to be right?

Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership. Author Edgar Schein is the 'father' of organizational culture, world-renowned for his expertise and research in the field; in this book, he analyzes and illustrates through cases the abstract concept of culture and shows its importance to the management of organizational change.

This book predicts the decline of today's professions and describes the people and systems that will replace them. In an Internet society, according to Richard Susskind and Daniel Susskind, we will neither need nor want doctors, teachers, accountants, architects, the clergy, consultants, lawyers, and many others to work as they did in the 20th century.

Through narratives and case studies spanning the brilliant history of engineering, Madhavan shows how the concepts of prototyping, efficiency, reliability, standards, optimization, and feedback are put to use in fields as diverse as transportation, retail, health care, and entertainment. Equal parts personal, practical, and profound, Applied Minds charts a path to a future where we apply strategies borrowed from engineering to create useful and inspired solutions to our most pressing challenges.

Robert Jackall's Moral Mazes offers an eye-opening account of how corporate managers think the world works, and how big organizations shape moral consciousness. Based on extensive interviews with managers at every level of two industrial firms and of a large public relations agency, IMoral Mazes takes the reader inside the intricate world of the corporation.

Many people today are so dazzled by the long-term potential for artificial intelligence that they overlook the much clearer and more immediate potential for a new form of "collective intelligence": the intelligence of groups of people and computers working together. In Superminds, Thomas Malone explains what we need to do to take advantage of this potential. Groundbreaking and utterly fascinating, Superminds will change the way you work - both with others and with computers - for the better.

A self-professed "comprehensive anticipatory design scientist", the inventor Buckminster Fuller (1895-1983) was undoubtedly a visionary. Fuller's creations often bordered on the realm of science fiction, ranging from the freestanding geodesic dome to the three-wheel Dymaxion car to a bathroom requiring neither plumbing nor sewage. Yet in spite of his brilliant mind and lifelong devotion to serving mankind, Fuller's expansive ideas were often dismissed, and have faded from public memory since his death.

What is economic growth? And why, historically, has it occurred in only a few places? Previous efforts to answer these questions have focused on institutions, geography, finances, and psychology. But according to MIT's anti-disciplinarian César Hidalgo, understanding the nature of economic growth demands transcending the social sciences and including the natural sciences of information, networks, and complexity. To understand the growth of economies, Hidalgo argues, we first need to understand the growth of order.

Building on its successful predecessors, the third edition of The Field Guide to Understanding 'Human Error' will show a new way of dealing with a perceived "human error" problem in your organization. It will help you trace how your organization juggles inherent trade-offs between safety and other pressures and expectations, suggesting that you are not the custodian of an already safe system. It will encourage you to start looking more closely at the performance that others may still call "human error", allowing you to discover how your people create safety through practice, at all levels of your organization, mostly successfully, under the pressure of resource constraints and multiple conflicting goals.

It is hard to change almost a lifetime of your organization’s thinking about safety in the traditional way and it is really difficult to change your organization’s history of bureaucracy that continues to reinforce the traditional safety definitions and metrics our organizations have used for many years. Let’s face it, change even for the better is hard to do. Doing Safety Differently is a discussion between two friends on what they have learned by watching organizations around the world change the way they do work.

A just culture is a culture of trust, learning, and accountability. This third edition offers new material on restorative justice and ideas about why your people may be breaking rules. Supported by extensive case material, you will learn about safety reporting and honest disclosure, retributive just culture, and the criminalization of human error. If you learn to look at accountability in different ways, your impact on restoring trust, learning, and a sense of humanity in your organization could be enormous.

Time-pressed professionals looking for practical guidance to shape their current or future safety programs should use this book. Pre-Accident Investigations: An Introduction to Organizational Safety helps to identify complex potential incidents before they take place. Based around the New View of human error, it offers established human performance theory in a highly practical context.

Work has never been as safe as it seems today. Safety has also never been as bureaucratized as it is today. Over the past two decades, the number of safety rules and statutes has exploded, and organizations themselves are creating ever more internal compliance requirements. Bureaucracy and compliance now seem less about managing the safety of workers, and more about managing the liability of the people they work for. At the same time, progress on safety has slowed. Many incident and injury rates have flatlined. Worse, excellent safety performance on low-consequence events tends to increase the risk of fatalities and disasters.