Abstract
Organisations, specifically in the healthcare industry, often find themselves in a state of ‘Reliability Divide’. This is a concept that the authors have developed to explain why most organisations never realise the culture change needed to become highly reliable. In an organisation there is a variable time frame to get to daily work. Because of the time involved, some of the front-line staff who participated in theory, academics and now operations have become mid- or lower senior level leaders. Along the journey they become the vector that infiltrates the organisation to reach Fabric. Multidirectional high reliability organisation (HRO) adoption starts to occur here, which further drives an organisation towards zero harm (nirvana).
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