ABSTRACT
The concept of high reliability organizations (HRO) rests very much on the theory that accidents can be prevented through good organizational design and management/leadership. Managers in HROs work closely with their subordinates regarding their work actions rather than just focusing on figures related to bottom-line performance. The definition of High Reliability Organization Theory (HROT) addresses the criticisms of Normal Accident Theory (NAT). HRO generally develops people's strengths through the actions of individuals who are highly aware and practice safe attitudes within their organizations, which in turn, over time, creates an organizational culture which can be described as a high reliability culture. Professor Andrew Hopkins reviewed extensively the five characteristics of HROs defined by Weick and Sutcliffe: Preoccupation with failure; Reluctance to simplify interpretations; Commitment to resilience; Sensitivity of operations; and Deference to experience, with the encouragement of a fluid decision-making system which they described as producing a collective state of mindfulness, which was key.
