Unexpected Consequences: Why The Things We Trust Fail
James William Martin
Language: English
Pages: 280
ISBN: 0313393117
Format: PDF / Kindle (mobi) / ePub
In this book, interrelationships between more than 40 recent catastrophic events are explored, discussing failures of structures and machines, information technology, regulatory agencies, security designs, and more.
• Over 40 case studies
• Easy to grasp figures, tables, and templates to help the readers understand the concepts
• A glossary of relevant terms
• A bibliography
Ethics: A Contemporary Introduction (2nd Edition)
Economic Analysis, Moral Philosophy and Public Policy (2nd Edition)
Loving Life: The Morality of Self-Interest and the Facts that Support It
Ethics: Essential Readings in Moral Theory
For systems heavily influenced by political and economic interests as well as different perspectives of how to do things. Different perspectives cause people to disagree regarding identification of potential problems and solutions. Even if there is general agreement regarding problems and solutions, there may also be differences of opinion regarding resource prioritization. These differences limit the abilities of organizations to prevent or mitigate the effects of catastrophic events. In.
Want coffee if it is too cold, too hot, or poor-tasting. The table service should also be fast, the silverware clean, and the bill correct. Currently, these requirements are qualitative. A service system cannot be directly 20 Table 1.2 Requirements translation using a SIPOC—coffee example Inputs Process Outputs Customers • Coffee • Thermometer to measure temperature, procedure and training • Customer walks in and sits down at a table. • Within 3 minutes customer order is taken. • If.
Service processes to prevent the occurrence of errors and mistakes. As an example, assembly operations can be mistake proofed by ensuring mating components are asymmetrical so they can be assembled only one way. From a service perspective, systems can be created to immediately detect departures from standards. Table 1.3 provides examples for the remaining 12 principles. This information will become very useful in latter chapters to help understand why the things we trust fail. When new products.
Decisions to lower organizational levels. Several decades ago, design teams worked within a single country and traveled between facilities to create and maintain business and personal 112 UNEXPECTED CONSEQUENCES relationships. I recall that international travel in the 1980s was relatively rare and required special permissions because of cost and liability. This situation has changed since the 1980s. It’s rare that design work does not require international travel and especially to locations.
“The Relationship of Ability and Satisfaction to Job Performance,” Applied Psychology: An International Review 42, no. 3 (1993):265–75. 11. Simon Webley and Elise More, Does Ethics Pay? (London: Institute of Business Ethics, [1993); Ronald W. Clement, Just How Unethical is American Business? (Bloomington: Kelley School of Business, Indiana University, 2005). 12. M. E. Schweitzer, L. Ordonez, and B. Douma, “Goal Setting as a Motivator of Unethical Behavior,” Academy of Management Journal 47, no. 3.