Overcoming dysfunctional momentum: Organizational safety as a social achievement
通过研究野火消防中的访谈数据，发现组织安全的关键在于通过社会过程（如表达担忧和寻求不同观点）重新评估并调整行动，克服无法改变方向的惯性。
Research on organizational safety and reliability largely has emphasized system-level structures and processes neglecting the more micro-level, social processes necessary to enact organizational safety. In this qualitative study we remedy this gap by exploring these processes in the context of wildland fire management. In particular, using interview data gathered from 28 individuals involved in wildland firefighting, we explore the validity of the idea that a deterrent to organizational safety is an inability to redirect ongoing actions once they are underway. The findings suggest four major themes. First, individuals and groups redirect ongoing action as a result of re-evaluating that action. Second, noticing early warning signs, while necessary, is not sufficient to drive change. Third, two social processes — giving voice to concerns and actively seeking alternative perspectives — appear to be key drivers of re-evaluation. Fourth, the process of redirecting action is moderated by two social factors: institutional pressures and self-interest. We discuss the implications of these patterns for organization theory and for future research.