Resilience engineering depends on four abilities: the ability a) to respond to what happens, b) to monitor critical developments, c) to anticipate future threats and opportunities, and d) to learn from past experience - successes as well as failures. They

For Resilience Engineering, 'failure' is the result of the adaptations necessary to cope with the complexity of the real world, rather than a malfunction. Human performance must continually adjust to current conditions and, because resources and time are finite, such adjustments are always approximate. Featuring contributions from leading international figures in human factors and safety, Resilience Engineering provides thought-provoking insights into system safety as an aggregate of its various components - subsystems, software, organizations, human behaviours - and the way in which they interact.

Safety-I is defined as the freedom from unacceptable harm. The purpose of traditional safety management is therefore to find ways to ensure this ‘freedom’. But as socio-technical systems steadily have become larger and less tractable, this has become harder to do. Resilience engineering pointed out from the very beginning that resilient performance - an organisation’s ability to function as required under expected and unexpected conditions alike – required more than the prevention of incidents and accidents. This developed into a new interpretation of safety (Safety-II) and consequently a new form of safety management. Safety-II changes safety management from protective safety and a focus on how things can go wrong, to productive safety and a focus on how things can and do go well. For Safety-II, the aim is not just the elimination of hazards and the prevention of failures and malfunctions but also how best to develop an organisation’s potentials for resilient performance – the way it responds, monitors, learns, and anticipates. That requires models and methods that go beyond the Safety-I toolbox. This book introduces a comprehensive approach for the management of Safety-II, called the Resilience Assessment Grid (RAG). It explains the principles of the RAG and how it can be used to develop the resilience potentials. The RAG provides four sets of diagnostic and formative questions that can be tailored to any organisation. The questions are based on the principles of resilience engineering and backed by practical experience from several domains. Safety-II in Practice is for both the safety professional and academic reader. For the professional, it presents a workable method (RAG) for the management of Safety-II, with a proven track record. For academic and student readers, the book is a concise and practical presentation of resilience engineering.

This is the fifth book published within the Ashgate Studies in Resilience Engineering series. The first volume introduced resilience engineering broadly. The second and third volumes established the research foundation for the real-world applications that then were described in the fourth volume: Resilience Engineering in Practice. The current volume continues this development by focusing on the role of resilience in the development of solutions. Since its inception, the development of resilience engineering as a concept and a field of practice has insisted on expanding the scope from a preoccupation with failure to include also the acceptable everyday functioning of a system or an organisation. The preoccupation with failures and adverse outcomes focuses on situations where something goes wrong and the tries to keep the number of such events and their (adverse) outcomes as low as possible. The aim of resilience engineering and of this volume is to describe how safety can change from being protective to become productive and increase the number of things that go right by improving the resilience of the system.

Resilience engineering has since 2004 attracted widespread interest from industry as well as academia. Practitioners from various fields, such as aviation and air traffic management, patient safety, off-shore exploration and production, have quickly realised the potential of resilience engineering and have became early adopters. The continued development of resilience engineering has focused on four abilities that are essential for resilience. These are the ability a) to respond to what happens, b) to monitor critical developments, c) to anticipate future threats and opportunities, and d) to learn from past experience - successes as well as failures. Working with the four abilities provides a structured way of analysing problems and issues, as well as of proposing practical solutions (concepts, tools, and methods). This book is divided into four main sections which describe issues relating to each of the four abilities. The chapters in each section emphasise practical ways of engineering resilience and feature case studies and real applications. The text is written to be easily accessible for readers who are more interested in solutions than in research, but will also be of interest to the latter group.

As more companies move toward microservices and other distributed technologies, the complexity of these systems increases. You can't remove the complexity, but through Chaos Engineering you can discover vulnerabilities and prevent outages before they impact your customers. This practical guide shows engineers how to navigate complex systems while optimizing to meet business goals. Two of the field's prominent figures, Casey Rosenthal and Nora Jones, pioneered the discipline while working together at Netflix. In this book, they expound on the what, how, and why of Chaos Engineering while facilitating a conversation from practitioners across industries. Many chapters are written by contributing authors to widen the perspective across verticals within (and beyond) the software industry. Learn how Chaos Engineering enables your organization to navigate complexity Explore a methodology to avoid failures within your application, network, and infrastructure Move from theory to practice through real-world stories from industry experts at Google, Microsoft, Slack, and LinkedIn, among others Establish a framework for thinking about complexity within software systems Design a Chaos Engineering program around game days and move toward highly targeted, automated experiments Learn how to design continuous collaborative chaos experiments

Safety has traditionally been defined as a condition where the number of adverse outcomes was as low as possible (Safety-I). From a Safety-I perspective, the purpose of safety management is to make sure that the number of accidents and incidents is kept as low as possible, or as low as is reasonably practicable. This means that safety management must start from the manifestations of the absence of safety and that - paradoxically - safety is measured by counting the number of cases where it fails rather than by the number of cases where it succeeds. This unavoidably leads to a reactive approach based on responding to what goes wrong or what is identified as a risk - as something that could go wrong. Focusing on what goes right, rather than on what goes wrong, changes the definition of safety from ’avoiding that something goes wrong’ to ’ensuring that everything goes right’. More precisely, Safety-II is the ability to succeed under varying conditions, so that the number of intended and acceptable outcomes is as high as possible. From a Safety-II perspective, the purpose of safety management is to ensure that as much as possible goes right, in the sense that everyday work achieves its objectives. This means that safety is managed by what it achieves (successes, things that go right), and that likewise it is measured by counting the number of cases where things go right. In order to do this, safety management cannot only be reactive, it must also be proactive. But it must be proactive with regard to how actions succeed, to everyday acceptable performance, rather than with regard to how they can fail, as traditional risk analysis does. This book analyses and explains the principles behind both approaches and uses this to consider the past and future of safety management practices. The analysis makes use of common examples and cases from domains such as aviation, nuclear power production, process management and health care. The final chapters explain the theoret

Resilience has become an important topic on the safety research agenda and in organizational practice. Most empirical work on resilience has been descriptive, identifying characteristics of work and organizing activity which allow organizations to cope with unexpected situations. Fewer studies have developed testable models and theories that can be used to support interventions aiming to increase resilience and improve safety. In addition, the absent integration of different system levels from individuals, teams, organizations, regulatory bodies, and policy level in theory and practice imply that mechanisms through which resilience is linked across complex systems are not yet well understood. Scientific efforts have been made to develop constructs and models that present relationships; however, these cannot be characterized as sufficient for theory building. There is a need for taking a broader look at resilience practices as a foundation for developing a theoretical framework that can help improve safety in complex systems. This book does not advocate for one definition or one field of research when talking about resilience; it does not assume that the use of resilience concepts is necessarily positive for safety. We encourage a broad approach, seeking inspiration across different scientific and practical domains for the purpose of further developing resilience at a theoretical and an operational level of relevance for different high-risk industries. The aim of the book is twofold: 1. To explore different approaches for operationalization of resilience across scientific disciplines and system levels. 2. To create a theoretical foundation for a resilience framework across scientific disciplines and system levels. By presenting chapters from leading international authors representing different research disciplines and practical fields we develop suggestions and inspiration for the research community and practitioners in high-risk industries. This book is Open Access under a CC-BY licence.; Explores different approaches for operationalization of resilience across scientific disciplines and system levels Creates a theoretical foundation for a resilience framework across scientific disciplines and system levels Develops suggestions and inspiration for the research community and practitioners in high-risk industries Presents chapters from leading international authors representing different research disciplines and practical fields This work was published by Saint Philip Street Press pursuant to a Creative Commons license permitting commercial use. All rights not granted by the work's license are retained by the author or authors.

This book offers a comprehensive view on resilience based upon state-of-the-science theories and methodological applications that resilience may fill. Specifically, this text provides a compendium of knowledge on the theory, methods, and practice of resilience across a variety of country and case contexts, and demonstrates how a resilience-based approach can help further improved infrastructure, vibrant societies, and sustainable environments and ecologies, among many others. Resilience is a term with thousands of years of history. Only recently has resilience been applied to the management of complex interconnected systems, yet its impact as a governing philosophy and an engineering practice has been pronounced. Colloquially, resilience has been used as a synonym for ‘bouncing back’. Philosophically and methodologically, however, it is much more. In a world defined by interconnected and interdependent systems such as water, food, energy, transportation, and the internet, a sudden and unexpected disruption to one critical system can lead to significant challenges for many others. The Science and Practice of Resilience is beneficial for those seeking to gain a rich knowledge of the resilience world, as well as for practitioners looking for methods and tools by which resilience may be applied in real-world contexts.

Abstract: Prepared by the Committee on Adaptation to a Changing Climate of ASCE Civil infrastructure systems traditionally have been designed for appropriate functionality, durability, and safety for climate and weather extremes during their full-service lives; however, climate scientists inform us that the extremes of climate and weather have altered from historical values in ways difficult to predict or project. Climate-Resilient Infrastructure: Adaptive Design and Risk Management, MOP 140, provides guidance for and contributes to the developing or enhancing of methods for infrastructure analysis and design in a world in which risk profiles are changing and can be projected with varying degrees of uncertainty requiring a new design philosophy to meet this challenge. The underlying approaches in this manual of practice (MOP) are based on probabilistic methods for quantitative risk analysis, and the design framework provided focuses on identifying and analyzing low-regret, adaptive strategies to make a project more resilient. Beginning with an overview of the driving forces and hazards associated with a changing climate, subsequent chapters in MOP 140 provide observational methods, illustrative examples, and case studies; estimation of extreme events particularly related to precipitation with guidance on monitoring and measuring methods; flood design criteria and the development of project design flood elevations; computational methods of determining flood loads; adaptive design and adaptive risk management in the context of life-cycle engineering and economics; and climate resilience technologies. MOP 140 will be of interest to engineers, researchers, planners, and other stakeholders charged with adaptive design decisions to achieve infrastructure resilience targets while minimizing life-cycle costs in a changing climate