Latent errors and adverse organizational consequences: a conceptualization

Abstract

AbstractWe develop the concept of latent errors—uncorrected deviations from procedures and policies that have no direct adverse consequences—and examine the complex relationships between organizational antecedents, latent errors, and adverse consequences. Latent errors, with varying levels of frequency, are present in all organizations whereas extreme adverse outcomes are rare. Thus, all organizations become potential objects of study in research on errors. Latent errors enable the design of ex ante studies of errors that avoid sampling on the dependent variable. The basic elements of our framework focus on two critical linkages. First is the role of antecedent factors such as incentives and goals in contributing to the presence of latent errors. Second, we explore how positive and negative feedback systems and external triggers link an acceleration of latent errors with adverse organizational outcomes. We also discuss how variations in context (e.g., whether work activities are co‐located or distributed) may affect these factors. Implications for research on high‐reliability organizations are discussed. Copyright © 2003 John Wiley & Sons, Ltd.