Abstract
A growing gap is emerging between the increase in human and organizational factors (HOF) expertise and the success of HOF operational approaches, and the rather weak influence of HOF at the strategic level of organizations. This chapter seeks to understand this paradox and identify some levers to promote HOF influence. We assume that (1) the paradox is an outcome of the “long road” of evolutions in HOF knowledge and its experts over forty years; (2) these evolutions have multiplied concepts and practices without a clear global coherence and without a political and institutional agenda; (3) breaking the HOF “glass ceiling” requires action on several levers at the conceptual level, the professional level, the management level and finally at political and institutional levels.
Highlights
It is widely accepted that industrial safety is not just a question of technical design and engineering
Academics have produced a significant amount of knowledge about human and organizational factors (HOF)
A set of HOF principles has been defined, and many concrete actions and programs have been successfully implemented at an operational level by emerging communities of HOF experts and practitioners
Summary
It is widely accepted that industrial safety is not just a question of technical design and engineering. A set of HOF principles has been defined, and many concrete actions and programs have been successfully implemented at an operational level by emerging communities of HOF experts and practitioners. Even in the most advanced companies, the dramatic development of HOF knowledge and practices has not really helped to increase the influence of HOF on the strategic and management decisions that could have a significant impact on safety. This lack of influence at the strategic and executive levels may have a negative feedback on HOF practices implemented at the operational level. This occurs every time a management tool is implemented, or a strategic decision is made that ignores
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