Kathleen M. Sutcliffe

It's historical interpretation, but the question matters.

What happens when people can no longer agree on what is happening? Michelle Barton and Kathleen Sutcliffe returned to wild land firefighting in 2009.

They interviewed 28 people involved in the work, noticing warning signs wasn't enough to change a course of action.

Voicing concerns and actively seeking other perspectives appeared to help people reconsider it, but hard to do when you're running for your life.

And so they build in graceful extensibility.

The one you ought to look at, Melissa, because it's super, super interesting to me, is that Kathleen Sutcliffe.

Do you know that name? No.

Yeah, she was part of the early group of scholars that studied high reliability.

A team saw it, and the incident kept progressing.

Kathleen Sutcliffe studies organizational failure, which is why her framing lands here.

If a culture rewards cutting corners, you can patch this particular escape route all day and still create the next one.

A post-mortem that mostly diagnoses the agents is convenient for the people who designed the evaluation, set the incentives, and decided which weird behavior could wait.

We had these unexpected problems.

And so, um, I started looking at a book called, um, Managing the Unexpected by two researchers, uh, Carl Weick and Kathleen Sutcliffe.

Mm.

And they...