Toxic Management Results in Uncontrolled Risks
Mike Allocco, Emeritus Fellow ISSS
System Safety Engineering and Management of Complex Systems; Risk Management Advisor...Complex System Risks
Sadly, poor management and poor (so-called) leadership are in vogue and we humans may be exposed to uncontrolled risks and all the safety, security, and risk management platitudes and associated efforts may be moot to a point. The exposed (we the people) need to know how to identify and self-mitigate risks within any situation, environment, within products, processes, procedures, tasks, instructions, human interfaces and interactions. We can not rely totally on others to provide protection. There are, however, exceptions as with any situation and appropriate protection (is still to a degree) being provided by people that understand their duties within agencies, and they are still doing their jobs.
The recognition of poor management/leadership…
In the 1960s, social psychologist Douglas McGregor developed two contrasting theories that explained how managers' beliefs about what motivates their people can affect their management style. He labeled these Theory X and Theory Y.
Theory X managers tend to take a pessimistic view of their people and assume that they are naturally unmotivated and dislike work.
Theory Y managers have an optimistic opinion of their people, and they use a decentralized, participative management style.
(https://www.mindtools.com/adi3nc1/theory-x-and-theory-y)
Considerations…
When one does not understand nor care about risk acceptability in context to those exposed all other efforts are moot and expect uncontrolled risks. Note that any decision made that can adversely affect the system will introduce uncontrolled risks.
Value…
In considering decision makers it is apparent that empathy is not in vogue nor is value when it comes to safety and security. What do away with OSHA or other agencies providing public protective services?! The exposed need to be aware of the risks in which they are exposed. With that in mind self-protection concerning acceptable levels of risk comes into play. There is no value when there are warped biases and toxic decision makers are in play.
Toxic leadership…
Toxic leadership, in essence, is characterized by a pattern of behavior that harms individuals and the organization. These leaders often display traits such as narcissism, manipulation, aggression, and a lack of empathy.
Situational awareness…
We need to think. One may think eventually… Most accidents or adverse outcomes are the result of decisions devoid of risk-based thinking, throughout the life cycle...? Even loss of situational awareness... Including intentional acts, in action, in decisions, single mindsets, assumptions, biases, illness... Further, we humans make things: systems, processes, procedures, computer programs, operations, tasks, products, steps, instructions, literature, requirements, standards, lack of knowledge or knowledge bias, on and on.... When we make and use these things we must identify, eliminate or control the associated risks... When we make things or use things and do not understand the risks accidents and adverse outcomes will happen...
We will make mistakes, errors, and fail, loose situational awareness, get confused, fixate, be stressed, become ill. Bad decisions will adversely affect systems at any time…Humans need to maintain control over these things... We humans can't be easily modified to fit some created/designed situation that results in uncontrolled risk? Should we think?
Hazards/threats/vulnerabilities…
The point is to mitigate, abate or otherwise eliminate the (risks) which are hazards, threats, and vulnerabilities that comprise this adverse progression... There are many ways of looking at risks proactively, reactively, and predictive. One needs to construct (in your minds eye) adverse sequences that depend on the system design, nature and unnatural order and physics. Anything that can adversely affect the system needs to be addressed: action, inaction, failures, unintended actions, malfunctions, mistakes, oversights, omissions, errors, combinations synergy, abnormal energy exchange, systemic and synergistic situations, system of system and families of systems risks and incompatibility...
Basic risk analysis…
Almost any activity conducted to identify hazards (including identifying threats and vulnerabilities) within a system can be referred to generally as basic risk analysis. Once hazards are identified they are linked together to form potential accidents, (system risks). Hazard analysis is a process that involves the analyst connecting the logic from the initiating hazard through contributory hazards towards the harm, which can be considered the primary hazard. The process is simplified in some cases when it is possible to identify an obvious main hazard with its causes and possible outcomes.
Be aware and maintain situational awareness…
For some situations your observations that may be true to a point... There is a challenge when people think they understand the hazards and they don't. This results in false trust in the system, and this equates to interface risks between humans and computers and automated systems... Some pilots lost situational awareness due to complex display designs and alert/failure indications...
Think…
Try not to totally rely on standards and think? You never know what you can accomplish when you understand how to identify, eliminate or control risks to acceptable levels...?