Working on High Reliable Organizing

In spite of more and more investment in risk and quality management systems, the goal of a reliable organization remains an elusive one. For many organizations this is not good enough. They cannot afford failure. But how to stay alert?

This article discusses the application of the concept of High Reliability Organizations (HROs). The theory on HROs is outlined. HROs augment traditional approaches (leadership, discipline, training, rules and regulation), with an emphasis on mental processes as a determinant for reliability. In a to an extend unpredictable environment, there is always tension between the reality of the workplace and the rules and regulations as initiated by management.

The theory on HROs outlines a number of dominant factors. These are translated into two questionnaires and a methodological approach. The HRO concept is applied here in the context of a survey feedback research with part-time university students, mostly middle management officials at two police forces.

Especially at middle management level, the tension between policies / rules and regulations on the one hand, and the practical usage of these rules and regulations on the other hand, is tangible. The lack of a connection between these dimensions is felt in the answers to the questionnaires, and is as such a danger to the reliability of both police forces, though in different ways. In the course of our research, it was found that the HROs concept helps in setting conditions to share and discuss different perspectives. In a constructive way it provides ‘mental space’ for actions enhancing the reliability of the performance of both police forces. The authors are working on further research.

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