Unfortunately, with many having actively protested exposure prevention protocols since the emergency of the COVID-19 virus and many actively protesting vaccinations, methods to counter the virus are being bypassed by a large percentage of the population; in turn, this is enabling the possibility for COVID-19 to linger and/or return.
High-reliability organizations are those whose leaders strive to create the safest and most effective hazard controls and then constantly re-assess these operations for any possibility of failure so that it can be resolved before an incident occurs.
In this three-part series, the role of personal perceptions and the influence of invalidated information on them used in risk assessments will be explored. Part 1 discusses how perceptions are developed.
As humans experienced the first global pandemic since 1918, it also experienced a multitude of missed opportunities that would have mitigated the frequency and severity of COVID-19 exposures and infections. Contrary to many messages communicated by politicians, the pandemic is not a political issue. Instead, it is a hazard, subject to scientific hazard control.
In parts one and two of this three-part series, COVID-19’s hazard analysis, risk assessment and hazard controls were covered within the risk management construct. However, these functions only cover the first, planning half of the continual improvement cycle.
In part one of this three-part series, COVID 19’s hazard analysis and risk assessment were covered along with applicable risk management options. In part two, hazard controls stemming from the risk control option of risk management will be covered.