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Since the
mid-1900s research has revealed a lot about why people make
errors. In many cases errors cannot be
avoided by just trying to be more careful. Nor are they simply the
result of 'stress' or pressure of work. They happen because of the
cumulative effect of many kinds of adverse influences, that can often be
identified before anything serious happens. Risk reduction is usually
achieved by fine-tuning activities, rather than major change and therefore
seldom needs major investment.
Reducing the cost
and other consequences of human error offers immense opportunities for
improving competitiveness, although these are often not recognised by
managers. The ERR (Error Risk Reduction) process offers
organisations a straightforward way of reducing the large but largely
unmeasured burden of everyday error, as well as reducing the likelihood of
disaster.
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