It Should Never Happen Again: The Failure of Inquiries and Commissions to Enhance Risk GovernanceIn It Should Never Happen Again, Dr Mike Lauder questions the value of public inquiries. Every day, we hear about another inquiry being set up, or why the last one failed to deliver the hoped for outcomes. A great deal of time and taxpayers’ money is spent on inquiries and even more on implementing their recommendations, but the author suggests that those conducting inquiries might be considered (by their own test) criminally negligent in the way they do so and that it is no surprise that they do not lead to the learning they should. The focus of Mike Lauder’s research is the gaps between what is known, what knowledge is used by practitioners and those who judge them. He contends that the difference between the judicial perspective and that of practitioners who are judged by the inquiry process creates barriers that impede others from learning. Crucially, inquiry outcomes do not assist the leadership of organisations to improve risk governance. It Should Never Happen Again is based on research into high profile public inquiries and presidential commissions in the UK, the USA, Continental Europe, and elsewhere. Embracing issues ranging from terrorist attacks to pollution, fire and air disasters; criminal cases; banking and bribery scandals; and the state of public services, Mike Lauder contrasts the judicial perspective of those who inquire, the academic perspective of those who know and the practical perspective of those who are required to act, and offers new models for understanding risk and its governance. |
Other editions - View all
It Should Never Happen Again: The Failure of Inquiries and Commissions to ... Mike Lauder Limited preview - 2016 |
It Should Never Happen Again: The Failure of Inquiries and Commissions to ... Mike Lauder No preview available - 2013 |
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academic accident investigation action analysis appropriate blame cause chapter Charles Perrow clear complex conducting inquiries context cross-understanding Cullen Inquiry culture debate decisions disaster discussion effect ensure examine example expect expertise factors failure of foresight findings focus Haddon-Cave happen high reliability organisations Hillsborough hindsight Hindsight Bias identified important individual inquiry reports inquiry team involved issue James Reason Janet Smith judge judgement judicial Karl Weick knowledge label lessons learnt Linda Ham literature look Lord Hutton mental model normal accident occur outcome panel PASC peer review performance management Perrow perspective political potential practice practitioners prevent problem question Reason recognise recommendations relevant responsibility risk discourse risk governance risk management role safety seat of understanding seen signals Sir Ian Kennedy Smith Snook specific Table Taylor report terms of reference tragedy unintended consequences unwanted occurrences Vaughan warning Website Weick and Sutcliffe