Preparation and Restoration addresses issues such as the nature of resilience; the similarities and differences between resilience and traditional ideas of system performance; how systems cope with varying demands and sometimes succeed and sometimes fail; how an organization's ways of preparing before critical events can enable or impede restoration; the trade-offs that are needed for systems to operate and survive; instances of brittle or resilient systems; how work practices affect resilience; the relationship between resilience and safety; and what improves or erodes resilience.

Preparation and Restoration is the second volume of Resilience Engineering Perspectives within the Ashgate Studies in Resilience Engineering series. In four sections, it broadens participation of the field to include policy and organization studies, and articulates aspects of resilience beyond initial definitions: - Policy and Organization explores public policy and organizational aspects of resilience and how they aid or inhibit preparation and restoration - Models and Measures addresses thoughts on ways to measure resilience and model systems to detect desirable, and undesirable, results - Elements and Traits examines features of systems and how they affect the ability to prepare for and recover from significant challenges - Applications and Implications examines how resilience plays out in the living laboratory of real-world operations. Preparation and Restoration addresses issues such as the nature of resilience; the similarities and differences between resilience and traditional ideas of system performance; how systems cope with varying demands and sometimes succeed and sometimes fail; how an organization's ways of preparing before critical events can enable or impede restoration; the trade-offs that are needed for systems to operate and survive; instances of brittle or resilient systems; how work practices affect resilience; the relationship between resilience and safety; and what improves or erodes resilience. This volume is valuable reading for those who create and operate systems that must not only survive, but thrive, in the face of challenge.

For Resilience Engineering, 'failure' is the result of the adaptations necessary to cope with the complexity of the real world, rather than a malfunction. Human performance must continually adjust to current conditions and, because resources and time are finite, such adjustments are always approximate. Featuring contributions from leading international figures in human factors and safety, Resilience Engineering provides thought-provoking insights into system safety as an aggregate of its various components - subsystems, software, organizations, human behaviours - and the way in which they interact.

This is the fifth book published within the Ashgate Studies in Resilience Engineering series. The first volume introduced resilience engineering broadly. The second and third volumes established the research foundation for the real-world applications that then were described in the fourth volume: Resilience Engineering in Practice. The current volume continues this development by focusing on the role of resilience in the development of solutions. Since its inception, the development of resilience engineering as a concept and a field of practice has insisted on expanding the scope from a preoccupation with failure to include also the acceptable everyday functioning of a system or an organisation. The preoccupation with failures and adverse outcomes focuses on situations where something goes wrong and the tries to keep the number of such events and their (adverse) outcomes as low as possible. The aim of resilience engineering and of this volume is to describe how safety can change from being protective to become productive and increase the number of things that go right by improving the resilience of the system.

Resilience engineering depends on four abilities: the ability a) to respond to what happens, b) to monitor critical developments, c) to anticipate future threats and opportunities, and d) to learn from past experience - successes as well as failures. They

Safety has traditionally been defined as a condition where the number of adverse outcomes was as low as possible (Safety-I). From a Safety-I perspective, the purpose of safety management is to make sure that the number of accidents and incidents is kept as low as possible, or as low as is reasonably practicable. This means that safety management must start from the manifestations of the absence of safety and that - paradoxically - safety is measured by counting the number of cases where it fails rather than by the number of cases where it succeeds. This unavoidably leads to a reactive approach based on responding to what goes wrong or what is identified as a risk - as something that could go wrong. Focusing on what goes right, rather than on what goes wrong, changes the definition of safety from ’avoiding that something goes wrong’ to ’ensuring that everything goes right’. More precisely, Safety-II is the ability to succeed under varying conditions, so that the number of intended and acceptable outcomes is as high as possible. From a Safety-II perspective, the purpose of safety management is to ensure that as much as possible goes right, in the sense that everyday work achieves its objectives. This means that safety is managed by what it achieves (successes, things that go right), and that likewise it is measured by counting the number of cases where things go right. In order to do this, safety management cannot only be reactive, it must also be proactive. But it must be proactive with regard to how actions succeed, to everyday acceptable performance, rather than with regard to how they can fail, as traditional risk analysis does. This book analyses and explains the principles behind both approaches and uses this to consider the past and future of safety management practices. The analysis makes use of common examples and cases from domains such as aviation, nuclear power production, process management and health care. The final chapters explain the theoret