By Dave Zwieback
In this concise and interesting booklet, I.T. veteran Dave Zwieback describes an incident that threatens the very life of a big bank, and the counterintuitive steps its management took to prevent the downward spiral. Their novel process is grounded in confirmed techniques from complexity technological know-how, resilience engineering, human components, cognitive technology, and organizational psychology. It permits us to spot the underlying stipulations for failure, and make our platforms (and organisations) more secure and extra resilient.
- Get a transparent realizing of the drawback of blame
- Learn easy methods to establish (and counteract) cognitive biases in groups
- See how companies can be sure the true root explanation for problems
- Establish actual responsibility along with your organization
- Use the training evaluation Framework to totally research from mess ups of complicated systems
- Find useful insights and counsel for relocating past blame on your personal organization
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Additional info for Beyond Blame: Learning From Failure and Success
All these things compounded and conspired against him, resulting in her only son sobbing in frustration at half past 10 on a school night. Linda put her arm around the boy, and drew him close to her. For the first time, she felt that “Andrew is just bad at math” was a deeply unsatisfactory explanation for what she was witnessing. It was much deeper, and much more complex. “I’m sorry,” she whispered in Andrew’s ear. ” She held him close, as he cried. “You’re not bad at math. It’s not you. I can see how hard you’re working.
You sure made people take notice today,” Raj said, without looking up from his tablet—brand new, not yet released to the public. D. , Raj was one of the most brilliant technologists at the firm. Despite being the manager of the firm’s entire Application Development Group, he still routinely wrote code himself, usually late at night, and often sparred with software developers on the finer details of their craft. He wore black dress pants and a crisply pressed white shirt, sleeves rolled up to reveal several personal tracking devices on his wrists.
But, in any case, the load-testing equipment we have generates a whole bunch of traffic, but not as much as we had on Monday. So we have to extrapolate from lab results. ” “Well, they didn’t work so well this time,” Raj said, smirking. “No, they didn’t,” Bill said. ” Raj stopped playing with his tablet and looked up at Bill. ” “I’m not. I’m just saying that we’ve got a system here with many moving parts—with networks and servers and, yes, the code your guys write. m. on Monday, we started to see the routers slow down.
Beyond Blame: Learning From Failure and Success by Dave Zwieback