with an injunction shaping prisoners and pupils’ behavior, training them to react in
the exact sense defined [13]. In this case, their individual contribution to performance tends to zero.
As subjects can be both commanded (when management makes them do
something using order device) and governed (which means that management guides
their actions and consequently modify their behavior by injunction device use)
depending on management device choice, and because power relations are generally numerous and of various kinds [14], distinguishing how one is put under
pressure and to what extend regarding his responsibility can be quite necessary to
face all the expectations one is addressed in a particularly sensitive moment such as
facing an emergency situation.
3 Safety Management Devices Contribution to System
Recovery
3.1 Crisis Organization Context
In September 2014, a nuclear industry organized a major crisis exercise of 36 h that
we will not try to analyze as such. Our demonstration will only focus on something
out of all simulation aspects: the relationship between local and national level to
manage an emergency situation.
Crisis mode is a simplified organization designed to save time. What should be
remembered about this design is that:
• Local Emergency Management Team is responsible of field response to the
crisis;
• While its national hierarchy (Headquarter) informs stakeholders and takes
specific decisions like internal intervention force deployment;
• As this intervention force is composed of various specialists from other entities
with no previous hierarchical link with Local Management Team but who will
be placed under its command during field intervention.
As we explained earlier, an authority derived from the recognized power one has
to direct someone else can possibly use injunction and order management devices.
As time is lacking and precision necessary to get out of the crisis situation, one
could have imagined that order would have been the main device used by
Headquarter to lead the Local Management Team.
However, our observations note a different result which might clarify one of
Fukushima-Daiichi management lesson regarding Yoshida and Prime Minister’s
coordination unit [15]: injunction can be used to handle uncertainty while order
contributes to accelerate the recovery process.
246
S. Agulhon
the exact sense defined [13]. In this case, their individual contribution to performance tends to zero.
As subjects can be both commanded (when management makes them do
something using order device) and governed (which means that management guides
their actions and consequently modify their behavior by injunction device use)
depending on management device choice, and because power relations are generally numerous and of various kinds [14], distinguishing how one is put under
pressure and to what extend regarding his responsibility can be quite necessary to
face all the expectations one is addressed in a particularly sensitive moment such as
facing an emergency situation.
3 Safety Management Devices Contribution to System
Recovery
3.1 Crisis Organization Context
In September 2014, a nuclear industry organized a major crisis exercise of 36 h that
we will not try to analyze as such. Our demonstration will only focus on something
out of all simulation aspects: the relationship between local and national level to
manage an emergency situation.
Crisis mode is a simplified organization designed to save time. What should be
remembered about this design is that:
• Local Emergency Management Team is responsible of field response to the
crisis;
• While its national hierarchy (Headquarter) informs stakeholders and takes
specific decisions like internal intervention force deployment;
• As this intervention force is composed of various specialists from other entities
with no previous hierarchical link with Local Management Team but who will
be placed under its command during field intervention.
As we explained earlier, an authority derived from the recognized power one has
to direct someone else can possibly use injunction and order management devices.
As time is lacking and precision necessary to get out of the crisis situation, one
could have imagined that order would have been the main device used by
Headquarter to lead the Local Management Team.
However, our observations note a different result which might clarify one of
Fukushima-Daiichi management lesson regarding Yoshida and Prime Minister’s
coordination unit [15]: injunction can be used to handle uncertainty while order
contributes to accelerate the recovery process.
246
S. Agulhon