The dichotomy between the insights offered by state-of-the-art human
factors research and first-hand experience of the actual practices of the Swiss
Air Force presented the author, as an ‘insider’ in both these settings, with a
unique research opportunity: to compare and contrast them to both help the Air
Force to identify how the theories could improve their organisation and to contribute
to the body of academic knowledge a better understanding of the inner-workings
and real-world challenges of such an organisation. The specific research
objective was to identify and understand institutional barriers which impede
organisational learning. The ‘new view’ approach of human factors was
contrasted with an emic perspective of the assumptions and behaviour in the
Swiss Air Force gained through the qualitative analysis of approximately 45
interviews with Air Force personnel.
The results of this comparison revealed and demonstrated the nature of
hindrances to system safety. The four barriers which impede organisational
learning are (a) the absence of safety awareness on the part of senior
management, (b) no common ground and missing guidelines in the organization,
(c) no bottom-up flow of
information, and (d) an accident investigation process which focuses on legal
aspects.
This report provides a theoretical framework and practical considerations,
which could be useful for future development (both in terms of structure and
properties) of a safety management system and an independent flight
safety investigation.