By Dave Zwieback
In this concise and wonderful e-book, I.T. veteran Dave Zwieback describes an incident that threatens the very lifestyles of a giant bank, and the counterintuitive steps its management took to prevent the downward spiral. Their novel method is grounded in confirmed ideas from complexity technological know-how, resilience engineering, human components, cognitive technological know-how, and organizational psychology. It permits us to spot the underlying stipulations for failure, and make our platforms (and businesses) more secure and extra resilient.
- Get a transparent realizing of the disadvantage of blame
- Learn the right way to establish (and counteract) cognitive biases in groups
- See how corporations can ascertain the true root reason for problems
- Establish genuine responsibility along with your organization
- Use the educational evaluation Framework to completely study from disasters of advanced systems
- Find useful insights and suggestions for relocating past blame on your personal organization
Read or Download Beyond Blame: Learning From Failure and Success PDF
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Extra info for Beyond Blame: Learning From Failure and Success
It seems so ingrained in how we do things. ” “It’s a reflection of our misunderstanding of how complex systems function,” said Ollie. “Failure is a normal part of complex systems, yet it’s always so surprising when they fail. ” said Linda, raising her eyebrows. “In complex systems,” Ollie replied, “failure is absolutely normal and expected. ” Ollie said. ” “It seems that you’re saying that things break because they do—that it’s just normal,” Linda said. “There are lots of reasons that things break,” Bill said.
Although Bill had always lived just north of the city, he had spent all of his working life in Manhattan. His commute, with the exceptions of weather-related delays, was timed and polished to a shine, putting him in his office at 7 o’clock sharp every weekday morning. The tail end of his trip to work involved a walk from the subway station toward this street. Without thinking, he would look around and cross the street if there were no cars, regardless of the traffic light’s color. Bill often joked that you could always spot tourists in New York—they were the ones standing at the pedestrian crossing, waiting for the silhouette to light up white on the traffic signal, while the true New Yorkers rushed right past them.
It was a cloudless day, and Bill could see all the way downtown to where the Twin Towers once stood. Chapter 2. Dealing with the Root Cause Mike was in his office, finishing up the list of steps the networking team would take to reduce the likelihood of another outage. Despite close to two decades of working in financial technology, he never got used to the outages, and the adrenaline highs and lows that came with them. No two were alike, and they were always surprising. As the amount of processing power and bandwidth required to run financial intuitions increased, so did the complexity of the systems and networks.