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April 28, 2019 11:38 pm

Do Complex Systems Require Higher Safety Standards From Managers and Engineers?

An anonymous reader quotes TechCrunch:Automotive emissions, nuclear power plants, airplanes, application platforms, and electrical grids all share one thing in common: they are very complex, highly coupled systems... Engineers have matched some of this growing complexity with more sophisticated tools, mostly derived from greater computing power and better modeling. But there are limits to how far the technical tools can help here given our limits of organizational behavior about complexity in these systems. Even if engineers are (potentially) acquiring more sophisticated tools, management itself most definitely is not.... One pattern that binds all of these engineering disasters together is that they all had whistleblowers who were aware of the looming danger before it happened. Someone, somewhere knew what was about to transpire, and couldn't hit the red button to stop the line... Engineering managers probably have the most challenging role, since they both need to sell upwards and downwards within an organization in order to maintain safety standards. The pattern that I have gleaned from reading many reports on disasters over the years indicates that most safety breakdowns start right here. The eng manager starts to prioritize business concerns from their leadership over the safety of their own product. Resistance of these pecuniary impulses is not enough -- safety has to be the watchword for everyone... Finally, for individual contributors and employees, the key is to always be observant, to be thinking about safety and security while conducting engineering work, and to bring up any concerns early and often. Safety requires tenacity. And if the organization you are working for is sufficiently corrupt, then frankly, it might be incumbent on you to pull that proverbial red button and whistleblow to stop the madness.... [T]he demise of the ethical engineer doesn't have to be a fait accompli.

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