This 2012 meta-analysis evaluated global construction injuries and fatalities. 55 studies were included, having at least two measurements of injuries with a medium to long-term period (eg longitudinal). Data is a little dated compared to some other research, since it included studies from 1987 – 2010. Key findings: · “All injuries significantly decreased between the first… Continue reading Meta-analysis of studies examining long-term construction injury rates
Bullshit vs Botshit: what’s the difference?
A couple more extracts from Hannigan et al.’s paper on ‘botshit. Bullshit is “Human-generated content that has no regard for the truth, which a human then uses in communication and decision-making tasks”. Botshit is “Chatbot generated content that is not grounded in truth (i.e., hallucinations) and is then uncritically used by a human in communication… Continue reading Bullshit vs Botshit: what’s the difference?
AI, bullshitting and botshit
“LLMs are great at mimicry and bad at facts, making them a beguiling and amoral technology for bullshitting” From a paper about ‘botshit’ – summary in a couple of weeks. Source: Hannigan, T. R., McCarthy, I. P., & Spicer, A. (2024). Beware of botshit: How to manage the epistemic risks of generative chatbots. Business Horizons, 67(5), 471-486.… Continue reading AI, bullshitting and botshit
Enhancing critical control management using bowties for high consequence risks at Rio Tinto
This paper explores Rio Tinto’s evolving approach and adaptation of their Critical Control Framework. They integrated the most useful parts from ICMM, Energy Institute, & CCPS. The paper was motivated by an ‘uplift program’ at Rio, involving a complete review and alignment of their approach to controls and critical control management, including definitions and improved… Continue reading Enhancing critical control management using bowties for high consequence risks at Rio Tinto
Barrier indicators for assessing barrier/control availability
Means to observe, assess and validate barrier availability are numerous. You find them everywhere, in different domains and informed by different frameworks (e.g. via bow tie approaches, energy models, ICMM’s CCM, barrier approaches in oil & gas and more). Here’s one of many. This study tested an approach in construction. Not going into detail about… Continue reading Barrier indicators for assessing barrier/control availability
E17: Critical Decisions & Local Rationality: Tools for making sense of situations
Why did they do that, what an idiot! What if our inability to understand the apparent stupidity of an action, after the fact, is more an issue with us, than with the decisions or actions of the person you’re judging? What are better ways–specific tools–to unpack the critical decisions and actions, and make sense of… Continue reading E17: Critical Decisions & Local Rationality: Tools for making sense of situations
Safe As week in review: Leader walkarounds & impotent investigations
This week on Safe As we covered three topics: 1) the effectiveness of leadership walks, 2) whether RCAs prevent incident reoccurrence, 3) The integration of systems approaches in construction investigations. Ep 14: Image 1 provides an extract from Foster et al.’s systemic review on leadership walkarounds (LWs) in healthcare. From 12 studies they found several positive associations “of… Continue reading Safe As week in review: Leader walkarounds & impotent investigations
‘Calm down, you’re being emotional’ – feelings & risk judgements
“Calm down, you’re being emotional”. Maybe I’m exaggerating this, but it seems like ‘being emotional’ is sometimes used more like a slur or weakness to avoid, rather than an observation of reality. I’ve recorded a couple of pods which challenge this idea: 1. Image 1 highlights how being connected to feelings of uncertainty, how we feel… Continue reading ‘Calm down, you’re being emotional’ – feelings & risk judgements
The relationship between humble leadership and team adaptation: two paths model perspective
This study investigated how humble leadership fosters team outcomes, like team adaptation. Psychological safety climate and reflexivity were explored as mediating pathways. Surveys at two time points across 56 work teams (233 members) were collected. Background: · The word humility derives from the Latin humilitas, meaning from the earth/grounded · Humility has a long history and is… Continue reading The relationship between humble leadership and team adaptation: two paths model perspective
Mind the Gaps: How AI Shortcomings and Human Concerns May Disrupt Team Cognition in Human-AI Teams (HATs)
This study explored the integration and hesitations of AI embedded within human teams (Human-AI Teams, HATs). 30 professionals were interviewed. Not a summary, but some extracts: · “As AI takes on more complex roles in the workplace, it is increasingly expected to act as a teammate rather than just a tool” · HATs “must develop a shared… Continue reading Mind the Gaps: How AI Shortcomings and Human Concerns May Disrupt Team Cognition in Human-AI Teams (HATs)
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