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We use the case of the now-dead Shoreham Nuclear Power Station to pose some questions, and a few answers, about organizational failure. The analysis centers on the symbolism of organizational plans, specifically how organizations use plans to justify increasingly complex systems to themselves and to others. That such plans are based on sparse or nonexistent experience, and that they are often wildly unrealistic, suggests some reasons why high-technology, high-risk systems do not foster organizational learning.
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Lee Clarke
Rutgers, The State University of New Jersey
Charles Perrow
Instituto Tecnológico de Costa Rica
American Behavioral Scientist
Yale University
Rutgers, The State University of New Jersey
Rutgers Sexual and Reproductive Health and Rights
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Clarke et al. (Thu,) studied this question.
synapsesocial.com/papers/6a1d7444cc9f7df1b705775a — DOI: https://doi.org/10.1177/0002764296039008008