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ProfDev > Professional Development > Flashcards

Professional Development Flashcards

1
Q

Reflection Cycle

A
  • Plan
  • Do
  • Review
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2
Q

Why such large consequences of Katrina?

A
  • pumping system breakdown
  • poor consideration of failure
  • evacuations
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3
Q

How did such a weak system (New Orleans) eventuate?

A
  • social context
  • mixed responsibilities
  • risk management for natural hazards
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4
Q

What can we learn from New Orleans?

A
  • Great wall of Louisiana
  • redirect river and retreat
  • add resilience
  • develop trust
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5
Q

Contributing Factors to Hyatt Regency

A
  • fast-track project
  • architectural design changes
  • drafting errors
  • phone changes without write-up
  • change in senior engineering personnel
  • reliance on other peoples design
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6
Q

What should have occured at Hyatt Regency

A
  • design detail shown on engineer’s drawing
  • fabricators connection design detailed on shop drawings
  • absence of properly designed connection noted during checks
  • EOR should have been hired for inspection
  • EOR could have disclaimed responsibility
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7
Q

Lessons Learned from Hyatt Regency

A
  • personnel transitions create a risk of error creeping in

- changes in concept should be handled through a formal process not over the phone

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8
Q

Lessons not Learned from Hyatt Regency

A
  • impacts of structural failure too great for success to be defined through a low bid process
  • city building departments can’t provide adequate checking
  • structural engineers cannot let lawyers define good engineering practice, case-by-case, after the fact
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9
Q

General Causes of Failure

A
  1. Aims
  2. Organisation
  3. Methods
  4. People
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10
Q

Aims Causes of Failure

A
  • goal failure
  • requirement failure
  • unrealistic
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11
Q

Organisational Causes of Failure

A
  • resource failure
  • size failure
  • organisational failure
  • methodology
  • planning/control
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12
Q

Methods Causes of Failure

A
  • technique failure

- technology failure

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13
Q

People Causes of Failure

A
  • people management
  • personality failure
  • wrong people
  • user needs
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14
Q

Swiss Cheese Model

A
  • James Reason, 1990
  • popular for training and investigations
  • suggests putting up more barriers, with fewer holes
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15
Q

latent failure

A

prior failure lying “dormant”

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16
Q

active failure

A

occured at the time of failure

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17
Q

Levels of Human Error

A
  1. Skill-Based
  2. Rule-based
  3. Knowledge-Based
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18
Q

Skill-Based Errors

A

action slips/lapses

  • basic skills and tasks learnt by practice/training
  • sub-conscious patterns of behaviour
  • usually due to inattention or overattention
  • usually quick to identify or rectify
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19
Q

Knowledge-Based Errors

A
  • dealing with unfamiliar/novel situations
  • often most crucial to major failures
  • ultimately problems of complexity/diagnosis
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20
Q

Rule-Based Errors

A

mistakes

  • patterns for dealing with familiar scenarios
  • applying a strong but wrong rule
  • ignoring later counter-indicators
  • overload
  • training can improve rule-based skills
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21
Q

Reduction of Errors

A
  1. Error Detection and Removal

2. Error Prevention

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22
Q

Error Detection and Removal

A
  • slips are easiest to detect (often by oneself)
  • requires some discrepancy between expected and observed
  • “fresh pair of eyes”
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23
Q

Error Prevention

A
  • training and practice
  • right environment
  • simulators
  • good design
  • checklists
  • standardisation
  • humans will still make mistakes and lapses
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24
Q

Allowing for Human Error

A
  • backup systems or redundancy
  • locks preventing unsafe actions
  • minimise concurrent unsafe action
  • extra factor of safety
25
Q

You cannot design out failure

A
  • because of our ignorance
  • complex set of circumstances not yet considered can lead to failure
  • failures are not inevitable
26
Q

Dont economise on safety

A

what is the cost of human life?

27
Q

Testing and Checking Pay Off

A
  • probabilistic risk assessments can be used to justify testing
  • don’t sit behind your desk/email
28
Q

Number 8 wire vs she’ll be right

A

empower workers - but within their limits

29
Q

Avoid groupthink when faced with crises

A
  • take off engineering hat and put on management hat
  • how to make decisions when you cannot see for yourself?
  • try to ‘avoid failure’ rather than solve the puzzle
30
Q

Tunnel vision and stress can lead to failure

A
  • stress –> anger –> hypervigilance –> decision paralysis
  • overwork and fatigue
  • plan for contingencies
31
Q

Create a culture of bringing up issues

A
  • near-miss reports

- acknowledge risk and manage it

32
Q

Rickover’s seven principles of safe technology systems

A
  1. Commitment to improving quality
  2. highly capable people
  3. supervisors need to listen and also take problems to high levels
  4. everyone needs a healthy respect for the risks
  5. training must be constant and rigorous
  6. specific individuals should have allied functions of repair, safety, quality control and technical support
  7. Ability and willingness to learn from mistakes
33
Q

Why is consultation with mana whenua required?

A
  • RMA
  • Greater Christchurch Regeneration Act 2016
  • It makes good sense for your project
34
Q

Benefits of iwi consultation

A
  • knowledge of the history of your site
  • understanding the effects of your project
  • written approvals from mana whenua to help avoid notification
  • reduction to risk of processing delays or appeals
35
Q

Iwi Management Plans: a tool for mana whenua to

A
  • articulate aspirations in the takiwa
  • express rangatiratanga and kaitiakitanga
  • protect cultural values and relationships
  • focus on mana whenua relationship with natural environment
36
Q

Iwi Management Plans: a tool for local authorities and wider community to

A
  • gain some understanding of who mana whenua are
  • understand what is important to mana whenua and why
  • meet statutory obligations
  • guide consultation and engagement with mana whenua
  • appropriately consider mana whenua values
37
Q

CIA

A

Cultural Impact Assessment

38
Q

Cultural Impact Assessment

A
  • a report documenting Maori cultural values, interests and associations with an area or resource, and the potential impacts of proposed activity
  • tool to facilitate meaningful and effective participation of Maori in impact assessment
  • should be regarded as technical advice, just like a geotech report
39
Q

How to engage mana whenua

A
  • building strategic relationships
  • aligning values
  • the right process
40
Q

Heathrow Tunnel brief description

A
  • 3 tunnels collapsed during construction in 1994
  • no loss of life or injury occured
  • designed to connect Heathrow and Paddington station by rail
  • new Austrian Tunnelling Method used for first time in UK
  • 6 month project delay and over 130 million pound cost
41
Q

Heathrow Tunnel technical failure

A
  • insufficient shotcrete thickness on tunnel walls

- problems with blockages and delayed delivery of shotcrete

42
Q

Heathrow Tunnel non-technical failure

A
  • apparent lack of experienced supervision team

- lack of communication between contractors and project manager engineers

43
Q

Heathrow Tunnel one way to prevent

A
  • qualified independent construction monitor on site

- empower with authority to shut down the site if engineer requests not met

44
Q

Northridge Meadows conclusions

A
  • lack of understanding of timber seismic behaviour
  • codes did not account for magnitude of earthquake
  • deviations in construction from original plans
    • could have been mitigated through appropriate inspections
  • code revisions recommended
    • licencing requirements
    • amend professional practice to ensure continuing education
    • requirement for building owners to strengthen buildings
45
Q

The eight safety failure lessons - most applicable to Northridge

A

cannot design out failure

  • codes thought to be accurate and ‘modern’
  • did not consider large enough design earthquake
  • not sufficient or accurate knowledge of the seismic behaviour of timber buildings
46
Q

mana whenua

A

traditional authority

47
Q

importance of landmarks to Maori

A

act as identity markers

48
Q

significant sites

A
  • Otakaro
  • Market Square
  • Little Hagley Park
49
Q

significance of Market Square

A
  • important site of early trading
50
Q

significance of Little Hagley Park

A
  • meeting and resting place for Ngai Tahu in colonial period

- often travelled great distances to Christchurch to sell or trade

51
Q

significance of Otakaro

A

supported extensive wetlands, food and resources

52
Q

whakapapa

A

genealogy

53
Q

Maori genealogy definition

A
  • building and teaching traditional knowledge and understanding
  • acknowledging ancestral stories
  • strengthening pride and sense of belonging
  • connecting people and place
54
Q

kaitiakitanga

A

sustainability

55
Q

Maori sustainability definition

A
  • intergenerational responsibilities as resource caretakers

- obligation to protect resources

56
Q

Manaakitanga

A

extending hospitality and reciprocity

57
Q

Maori definition of extending hospitality and reciprocity

A
  • welcome, care for and feed visitors
  • create environment which cares for all
  • create environment which keeps whanau safe
58
Q

mahinga kai

A

customary food-gathering places and practices

59
Q

Maori key values

A
  • whakapapa (genealogy)
  • kaitiakitanga (sustainability)
  • manaakitanga (extending hospitality and reciprocity)
  • mahinga kai (customary food-gathering places and practices)

ProfDev (4 decks)

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