The Fundão Tailings Dam Catastrophe …
397
Learning from experience is becoming quite a challenge to workers, technicians
and managers involved in complex systems. In this context, unlearning occurs before
unexpected events, especially under conditions of urgency or emergency, when routines and protocols are powerless when it comes to solving problems and the stakes
are high. On some occasions, like the Fundão case, there is no time for trial and error,
and decisions have to be made in the context of a catastrophe, when the cost of failure
is high. Behavior in such situations requires a deviation from standard procedures
and timely responses to threats.
The research literature in the field of managing disasters is scanty, but growing
with the contributions of researchers in fields like engineering, management, social
psychology, sociology and political sciences, to name a few. In this field, professional
experience of this nature is rare, and critical decisions are made not only under the
threat of disaster but also in the midst of the disaster and post-disaster following
a thorough investigation. Sustainable development lies in mindfulness in creating
high-reliability organizations, with the managerial ability to deal with unexpected
and unpredictable situations.
References
Aase K, Tjensvoll T (2014) Learning in emergency organizations: trial without error. Int J Emergency Manag 1(4):410–422
Bardin L (2010) Análise de conteúdo. Lisboa, Portugal: Edições 70
Caro D (2016) Towards tranformational leadership the nexus of emergency management systems
in Canada. Int J Emergency Manag 12(2):113–135
Catrino M, Patriotta G (2013) Learning from errors: cognition, emotions and safety culture in the
italian air force. Organ Stud 34(4):437–467
Cilliers P (1998) Complexity and postmodernism: understanding complex systems. Routledge,
London
Dahl AL (1997) The big picture: comprehensive approaches. In: Moldan B, Bilharz S (eds) Sustainability indicators: report of the project on indicators of sustainable development. John Wilwy
and Sons Ltd, Chichester
Fraher AL, Branicki LJ and Grint K (2017) Mindfulness in action: discovering how U.S. navy seals
build capacity for mindfulness in high-reliability organizations (HROS). Acad Manag Discoveries
3(3):239–261
Fundão Tailings Dam Review Panel (2016) Report on the immediate causes of the failure of the
Fundão dam (Aug)
Gleiser I (2002) Caos e complexidade. Campus, Rio de Janeiro
Green JL, Hastings A, Arzberger P, Ayala FJ, Cottingham KL and Cuddington (2005) Complexity
in ecology and conservation: mathematical, statistical, and computational challenges. Bioscience,
55
Hales DNC, Satya S (2016) Creating high reliability organizations using mindfulness. J Bus Res
69:2873–2881
Holland J (1997) A ordem oculta. Gradiva, Lisboa
ICOLD (2001) Tailings dams: risk of dangerous occurrences, lessons learnt from practical experiences. Bulletin 121. International Commission on Large Dams (ICOLD), France, p. 144. Available
at http://www.unep.fr/shared/publications/pdf/2891-TailingsDams.pdf
397
Learning from experience is becoming quite a challenge to workers, technicians
and managers involved in complex systems. In this context, unlearning occurs before
unexpected events, especially under conditions of urgency or emergency, when routines and protocols are powerless when it comes to solving problems and the stakes
are high. On some occasions, like the Fundão case, there is no time for trial and error,
and decisions have to be made in the context of a catastrophe, when the cost of failure
is high. Behavior in such situations requires a deviation from standard procedures
and timely responses to threats.
The research literature in the field of managing disasters is scanty, but growing
with the contributions of researchers in fields like engineering, management, social
psychology, sociology and political sciences, to name a few. In this field, professional
experience of this nature is rare, and critical decisions are made not only under the
threat of disaster but also in the midst of the disaster and post-disaster following
a thorough investigation. Sustainable development lies in mindfulness in creating
high-reliability organizations, with the managerial ability to deal with unexpected
and unpredictable situations.
References
Aase K, Tjensvoll T (2014) Learning in emergency organizations: trial without error. Int J Emergency Manag 1(4):410–422
Bardin L (2010) Análise de conteúdo. Lisboa, Portugal: Edições 70
Caro D (2016) Towards tranformational leadership the nexus of emergency management systems
in Canada. Int J Emergency Manag 12(2):113–135
Catrino M, Patriotta G (2013) Learning from errors: cognition, emotions and safety culture in the
italian air force. Organ Stud 34(4):437–467
Cilliers P (1998) Complexity and postmodernism: understanding complex systems. Routledge,
London
Dahl AL (1997) The big picture: comprehensive approaches. In: Moldan B, Bilharz S (eds) Sustainability indicators: report of the project on indicators of sustainable development. John Wilwy
and Sons Ltd, Chichester
Fraher AL, Branicki LJ and Grint K (2017) Mindfulness in action: discovering how U.S. navy seals
build capacity for mindfulness in high-reliability organizations (HROS). Acad Manag Discoveries
3(3):239–261
Fundão Tailings Dam Review Panel (2016) Report on the immediate causes of the failure of the
Fundão dam (Aug)
Gleiser I (2002) Caos e complexidade. Campus, Rio de Janeiro
Green JL, Hastings A, Arzberger P, Ayala FJ, Cottingham KL and Cuddington (2005) Complexity
in ecology and conservation: mathematical, statistical, and computational challenges. Bioscience,
55
Hales DNC, Satya S (2016) Creating high reliability organizations using mindfulness. J Bus Res
69:2873–2881
Holland J (1997) A ordem oculta. Gradiva, Lisboa
ICOLD (2001) Tailings dams: risk of dangerous occurrences, lessons learnt from practical experiences. Bulletin 121. International Commission on Large Dams (ICOLD), France, p. 144. Available
at http://www.unep.fr/shared/publications/pdf/2891-TailingsDams.pdf