Could it be that Root Cause Analysis (and 5 Why’s) are designed to create simplistic stories of ‘human error’?

๐—–๐—ผ๐˜‚๐—น๐—ฑ ๐—ถ๐˜ ๐—ฏ๐—ฒ ๐˜๐—ต๐—ฎ๐˜ ๐—ฅ๐—ผ๐—ผ๐˜ ๐—–๐—ฎ๐˜‚๐˜€๐—ฒ ๐—”๐—ป๐—ฎ๐—น๐˜†๐˜€๐—ถ๐˜€ (๐—ฎ๐—ป๐—ฑ ๐Ÿฑ ๐—ช๐—ต๐˜†โ€™๐˜€) ๐—ฎ๐—ฟ๐—ฒ ๐—ฑ๐—ฒ๐˜€๐—ถ๐—ด๐—ป๐—ฒ๐—ฑ ๐˜๐—ผ ๐—ฐ๐—ฟ๐—ฒ๐—ฎ๐˜๐—ฒ ๐˜€๐—ถ๐—บ๐—ฝ๐—น๐—ถ๐˜€๐˜๐—ถ๐—ฐ ๐˜€๐˜๐—ผ๐—ฟ๐—ถ๐—ฒ๐˜€ ๐—ผ๐—ณ โ€˜๐—ต๐˜‚๐—บ๐—ฎ๐—ป ๐—ฒ๐—ฟ๐—ฟ๐—ผ๐—ฟโ€™?

Here’s a mock interview between a seasoned investigator and a seafarer about an enclosed space entry incident.

๐˜ž๐˜ฉ๐˜บ ๐˜ฅ๐˜ช๐˜ฅ ๐˜บ๐˜ฐ๐˜ถ ๐˜ฏ๐˜ฐ๐˜ต ๐˜ง๐˜ฐ๐˜ญ๐˜ญ๐˜ฐ๐˜ธ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฆ๐˜ฏ๐˜ค๐˜ญ๐˜ฐ๐˜ด๐˜ฆ๐˜ฅ ๐˜ด๐˜ฑ๐˜ข๐˜ค๐˜ฆ ๐˜ฆ๐˜ฏ๐˜ต๐˜ณ๐˜บ ๐˜ค๐˜ฉ๐˜ฆ๐˜ค๐˜ฌ๐˜ด?
Because I did not have sufficient time to go through the checklist.

๐˜ž๐˜ฉ๐˜บ ๐˜ฅ๐˜ช๐˜ฅ ๐˜บ๐˜ฐ๐˜ถ ๐˜ฏ๐˜ฐ๐˜ต ๐˜ฉ๐˜ข๐˜ท๐˜ฆ ๐˜ด๐˜ถ๐˜ง๐˜ง๐˜ช๐˜ค๐˜ช๐˜ฆ๐˜ฏ๐˜ต ๐˜ต๐˜ช๐˜ฎ๐˜ฆ?
Because we were in port, and we had a lot of other things to attend to.

๐˜–๐˜ฌ๐˜ข๐˜บ, ๐˜ฃ๐˜ถ๐˜ต ๐˜ธ๐˜ฉ๐˜บ ๐˜ธ๐˜ฆ๐˜ณ๐˜ฆ ๐˜บ๐˜ฐ๐˜ถ ๐˜ข๐˜ต๐˜ต๐˜ฆ๐˜ฏ๐˜ฅ๐˜ช๐˜ฏ๐˜จ ๐˜ต๐˜ฐ ๐˜ฐ๐˜ต๐˜ฉ๐˜ฆ๐˜ณ ๐˜ต๐˜ฉ๐˜ช๐˜ฏ๐˜จ๐˜ด ๐˜ธ๐˜ฉ๐˜ฆ๐˜ฏ ๐˜บ๐˜ฐ๐˜ถ ๐˜ข๐˜ญ๐˜ณ๐˜ฆ๐˜ข๐˜ฅ๐˜บ ๐˜ฉ๐˜ข๐˜ฅ ๐˜ข ๐˜ต๐˜ข๐˜ด๐˜ฌ ๐˜ช๐˜ฏ ๐˜ฉ๐˜ข๐˜ฏ๐˜ฅ?
I donโ€™t know, but it seems like Iโ€™m in trouble now.

And then both had a good laugh.

๐—ง๐—ต๐—ฒ๐—ฟ๐—ฒโ€™๐˜€ ๐—บ๐˜‚๐—ฐ๐—ต ๐˜๐—ผ ๐—ฟ๐—ฒ๐—ณ๐—น๐—ฒ๐—ฐ๐˜ ๐˜‚๐—ฝ๐—ผ๐—ป ๐—ถ๐—ป ๐˜๐—ต๐—ถ๐˜€ ๐—น๐—ถ๐˜๐˜๐—น๐—ฒ ๐—ฒ๐˜…๐—ฐ๐—ต๐—ฎ๐—ป๐—ด๐—ฒ:

โ€ข The investigator begins with the assumption that there has been a breach of procedure.

โ€ข The response to the first question becomes the basis of inquiry for the next one, and so on. i.e. linear, deductive reasoning becomes the line of inquiry.

โ€ข There is an assumption in this line of inquiry that a decision made in a moment of uncertainty was made in conscious awareness.

โ€ข The onus is on the interviewee to justify his actions.

โ€ข The decision where to end the investigation always rests with the investigator.

And that is how accident investigations turns into simplistic stories of โ€˜human errorโ€™.

๐—ฆ๐—ผ ๐˜„๐—ต๐˜† ๐—ต๐—ฎ๐˜€ ๐—ฅ๐—–๐—” ๐—ฝ๐—ฟ๐—ฒ๐˜ƒ๐—ฎ๐—ถ๐—น๐—ฒ๐—ฑ ๐—ผ๐˜ƒ๐—ฒ๐—ฟ ๐˜๐—ต๐—ฒ ๐˜†๐—ฒ๐—ฎ๐—ฟ๐˜€:

โ€ข RCA is time and resource efficient; it is a match made in heaven for industries, organisations and people who crave for quick fixes and simple solutions.

โ€ข RCA recognises that when things go wrong, humans cannot hold doubt for too long; they want a cause. Any cause is better than none.

โ€ข RCA offers an existential solution (i.e. do this and you will be saved) to problems that are complicated, wicked and unsolvable.

โ€ข RCA gives the organisation a legitimate basis to reveal just enough information without disrupting the status quo.

โ€ข RCA is a cleansing agent and a business friendly tool. It will purge impurities and ensure business as usual post accident.

๐—ช๐—ต๐—ฒ๐—ฟ๐—ฒ ๐—ฅ๐—–๐—” ๐—ฏ๐—ฒ๐—ฐ๐—ผ๐—บ๐—ฒ๐˜€ ๐—ฝ๐—ฟ๐—ผ๐—ฏ๐—น๐—ฒ๐—บ๐—ฎ๐˜๐—ถ๐—ฐ:

1. RCA gives disproportionate powers to the investigators and auditors.

2. RCA seeks rational explanation to non-rational decisions made in a moment of uncertainty.

3. RCA create a delusion of certainty and control where there is none.

4. RCA claims to bring objective truth from subjective persons. (?)

5. RCA is silent on sensemaking and meaning making (foundational to understanding cultural problems in organisations).

If you want to learn about an ethical approach to investigating accidents, please join our LinkedIn event: โœ… https://lnkd.in/eSn_wtg8

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