Safety science is now well advanced in analysing risks and safety problems, but what appears to be missing is a better understanding of the methods and strategies which could help to close the gap between analysis and corrective action. Even in organizations such as nuclear plants where thorough and frequent analyses of safety-critical events occur and comprehensive reports are submitted to regulators or super-ordinate utility safety departments, these reports get filed away in a kind of data bank that resembles genuine event report cemeteries. Learning reaches a dead end here. The articles gathered in this collection address safety-oriented systems interventions and the various ways in which experience can be transferred and corrective measures applied to situations that warrant such attention.
Aspiration and reality of interventions: goals and claims of safety-oriented systems interventions, B. Fahlbruch, B. Wilpert; soft systems, hard lessons - strategies and tactical approaches for the integration of human factors into industrial organizations, B. Kirwan; technical annex - outline of applied human factors context - offshore systems development, B. Kirwan; external human factors advisors in safety-related interventions in one Eastern-European nuclear installation, M. Ignatov). Leverage points for implementations: change through legal interventions; improving corporate management of risks to health, safety and environment, M. Baram; structural interventions approaches; the impact of organizational changes on safety in French NPP, V. Reicher-Brouard, W. Ackermann; organizational conflicts in safety interventions, I. Boissieres, G. de Terssac; cultural approaches to interventions; change in a steel works - learning from failure and particular successes, P. Swuste, et al; multi-level training workshops - an approach to spread a safety culture concept in organizations, G. Becker; organizational learning; experience transfer and corrective measures, K. Aase, A.J. Ringstad; the difficult hand-over from incident investigation to implementation - a challenge for organizational learning, J. Carroll; transfer of operational experience to the project organization, U. Kjellen; multiple vantage points of intervention; factoring the human into safety - translating research into practice, R. Flin, K. Mearns. Sustaining change: from "knee-jerk" reaction to 10 years strategic safety plan, D. Maidment; revisiting safety paradigms to meet the safety challenges of ultra complex and safety systems, R. Amalberti.