Seite - 1527 - in Book of Full Papers - Symposium Hydro Engineering

 The encouragement of external collaboration, whether with expert consultants or shared experiences with other organisations similar to your own. Once the culture is right, then:  Simplify tasks as far as practicable. Design jobs so that the work entailed is less complex. For instance, a shaft containing eight discs has only one way to disassemble them but over 40,000 ways of putting them back together!  Continually train staff. Make sure they understand the why as well as the what within their jobs. Many human interventions during a crisis only make matters worse  Try to organize instrumentation so that it presents information and not just data, this reduces the degree of interpretation required of staff.  Remember that soft risks can be present in the supply chain. Do suppliers share the same safety culture? 6. CONCLUSIONS The presence of soft risks and the need to control them does not in any way diminish the importance of reliability analysis relating to hard risks. The need is to find ways of addressing and minimizing both. This paper has explored at a high-level the frailties and quirks of the human condition and shown how these can be embraced in a way that can reduce risk and thereby improve safety. Finally, in case the reader is still not convinced, here is a direct quote from the official report into the Oroville dam spillway failure: “The fact that this incident happened to the owner of the tallest dam in the United States, under regulation of a federal agency, with repeated evaluation by reputable outside consultants, in a state with a leading dam safety regulatory program, is a wake-up call for everyone involved in dam safety.” REFERENCES [1] BRAZIER A. Human Error and the Implications for Industry. [2] WHITTINGHAM R B. The Blame Machine, Why Human Error Causes Accidents – R B Whittingham published by Elsevier Butterworth Heinemann. [3] Reducing Error and Influencing Behaviour – UK Health and Safety Executive 1527