Failure Management: Malfunctions Of Technologies, Organizations, And Society

Description

Failures are a common phenomena in civilization. Things fail and society responds, often very slowly, sometimes inappropriately. What kinds of things go wrong? Why do they go wrong? How do people and organizations react to failures, and what are the best ways to react? William B. Rouse takes an analytic approach to these questions and addresses eighteen well-known cases of high-consequence failures. He employs a multi-level framework to integrate findings across the case studies, and in turn uses these to outline a conceptual approach to integrated failure management. Though diverse in their causes and outcomes, his analysis shows that the conceptual design of an integrated approach to failure management can encompass each of the case studies, all of which would have benefitted from the same conceptual decision support architecture. This enables cross-cutting system design principles and practices, assuring that failure management in every new domain and context need not start with a blank slate. Cover......Page 1 Failure Management: Malfunctions of Technologies, Organizations, and Society......Page 4 Copyright......Page 5 Preface......Page 6 Contents......Page 8 List of Illustrations......Page 10 List of Tables......Page 12 Introduction......Page 14 Failure......Page 15 Types of Failures......Page 16 Case Studies of Failure......Page 18 Framework For Analysis......Page 19 Arguments That Follow......Page 21 Chapter Overview......Page 23 Introduction......Page 25 Background......Page 26 Application Examples......Page 30 Applications......Page 31 Methodology......Page 37 Computational Modeling......Page 38 Immersion Laboratory......Page 39 References......Page 40 Three Mile Island and Chernobyl......Page 45 Three Mile Island (1979)......Page 46 Chernobyl (1986)......Page 51 NASA Challenger (1986)......Page 57 NASA Columbia (2003)......Page 62 Exxon Valdez and BP Deepwater Horizon......Page 66 Exxon Valdez (1989)......Page 67 BP Deepwater Horizon (2010)......Page 69 Anticipating Failures......Page 73 Systems Theoretic Process Analysis......Page 75 Summary......Page 76 Conclusions......Page 77 References......Page 78 Introduction......Page 80 Kodak and Polaroid......Page 81 Kodak (1888–2012)......Page 82 Polaroid (1937–2001)......Page 84 Digital and Xerox......Page 85 Digital (1957–1998)......Page 86 Xerox (1906–2018)......Page 90 Motorola (1928–2012)......Page 92 Nokia (1865–2014)......Page 95 Anticipating Failures......Page 97 Impedances to Change......Page 99 Enterprise Transformation......Page 101 Demographics of Change......Page 105 Change Strategies......Page 107 Creative Destruction......Page 110 Examples of Success......Page 111 References......Page 112 Introduction......Page 116 AIDS Epidemic......Page 118 Opioid Epidemic......Page 121 Great Depression......Page 125 Depression Mentality......Page 126 Great Recession......Page 127 Origins of Crisis......Page 128 Commission Conclusions......Page 129 Quick Response from National Academies......Page 130 Population Growth......Page 131 Emergence in Cities......Page 133 National Academy Workshop......Page 134 New England’s Wood Economy......Page 136 Progress and Problems......Page 137 Earth as a System......Page 139 Comparison Across Case Studies......Page 141 Health Monitoring—CDC and WHO......Page 145 Climate Monitoring—IPCC......Page 148 Failure Management......Page 149 Conclusions......Page 151 References......Page 152 Findings......Page 156 Observations......Page 162 Computational Modeling......Page 163 Interactive Visualizations......Page 166 Emory Prevention and Wellness......Page 167 New York City Health Ecosystem......Page 169 Conclusions......Page 171 References......Page 172 Background......Page 174 Failure Management Tasks......Page 175 Failure Surveillance and Control......Page 179 Complications......Page 182 Integrated Decision Support......Page 184 AI For Failure Management......Page 187 Conclusions......Page 188 References......Page 189 Introduction......Page 191 Decision Making......Page 192 Decision-Making Vignettes......Page 195 Reflections on Maintenance......Page 197 Broader Perspectives......Page 198 Enabling Change......Page 200 Share Information......Page 201 Provide an Experiential Approach......Page 202 Example Applications......Page 203 Conclusions......Page 206 References......Page 207 Index......Page 210