It was the explosion

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In part one of this three-part series I'll explain the framework. In part two I will talk more about the impact of complexity on organizational failure and how organizations can succumb to failure even when they are effectively fulfilling their mission. Part III concludes with strategies to avoid organizational failure. Click here to view larger. The first concept to understand is the difference between latent conditions and active failures. Active faults are triggers for actual faults.

For example,  of rocket exhaust through the ring that led to the eventual explosion and disintegration of the Space Shuttle Challenger. But underlying conditions in the years leading up to the accident, such as the use of solid rocket Croatia Phone Number boosters on manned spacecraft and continued exposure to more devastating ring damage, set the stage for the eventual failure. Throughout the framework you can see how each level contributes underlying conditions that make active failures more.



Likely to have damaging effects. At the first or leader level the management of the organization makes decisions based on their perception of the organization. Leadership decisions are often flawed due to organizational complexity and inherent cognitive biases and these underlying conditions accumulate. Leaders also have a direct impact on the second level team if they impose their ideas on the team without allowing second level feedback.