The nuclear power industry, for example, lacks a strong union, has random public victims with delayed effects, has no safety board that is independent of licensing and regulatory functions, and does not see an immediate effect on its profits if safety flags (though a far more severe incentive exists to avoid a catastrophic accident which could shut down the industry)
Charles Perrow Connected to the Carolinas
Source
p. 127
- work
- Normal Accidents, 1984
- year
- 1984
- locator
- p. 127
Cite this record
“The nuclear power industry, for example, lacks a strong unio…” Charles Perrow. Carolina Quotes, record CQ-0C753FE12B. https://carolinaquotes.com/quote/0c753fe12b
More from Charles Perrow
For many purposes of organizational analysis technology might not be an independent variable but a dependent one.
The hundreds of scientific studies of this phenomenon come to one general conclusion: Leadership is highly variable or "contingent" upon a large variety of important variables such as nature of task, size of the group, length of time the group has existed, type of personnel within the group and their relationships with each other, and amount of pressure the group is under. It docs not seem likely that we'll be able to devise a way to select the best leader for a particular situation. Even if we could, that situation would probably change in a short time and thus would require a somewhat different type of leader.
People in these fields no longer agree that such things as norms, values, and personality really exist or account for much; these concepts may only give a false sense of order to a world that both the academic and the person in the street desperately want to order. Sociology, too, is having some difficulty swallowing the simple, obvious proposition that attitudes predict behavior. (The proposition that morale predicts productivity is just one specification of this.)