| Model | Systemic approach evidences | |
| Conceptual construct | Interrelationships and interdependencies highlighted | |
| SoTeRiA | General principles for organizational safety causal frameworks. Safety culture. Safety climate. | Definition, elements, antecedents, and outcomes of individual safety performance, safety culture, safety climate, and organizational safety structure and practices are analyzed. It elucidates and schematically represents their interrelations, influences paths, and links. The theoretical relation between organizational culture, structure/practices, and climate is explored. Paths of influence from the organization as a whole, to groups, to individuals, and then from the individual level back up to the organization level safety outcome are highlighted. Links between ‘individual-level PSFs’ and ‘human action’ are established. Organizational practices influencing resources, individuals’ performances, and procedures (‘organizational safety practices’) are examined. |
| CHMS | Socio-cognitive stability. | Relations between local stability (workload, situation awareness, ability to make appropriate decisions, correct action execution; supported by appropriate redundancies and various kinds of cognitive support) and global stability (appropriateness of functions allocated to agents, pace of information flows, and related coordination; supported by safety net). Socio-cognitive stability is related to socio-cognitive system’s resilience. Safety is reached when human and software agents (as components of human-machine systems) interact to maintain both local and global socio-cognitive stability. Technology and human practice are incrementally co-designed. Levels of difficulty (assessed by time pressure criticality, complexity, and flexibility) are defined to stabilize a multi-agent system in a continuum between passive and active socio-cognitive stability. |
| FRAM | Resonance | Dependencies and relations among “essential system functions.” Each system function is represented as a hexagon with vertices indicating input, preconditions, resources, time, control, and output, connecting with other essential functions and context. Connections reveal performance variability where resonance may create accident conditions. The systemic view emphasizes how functions depend on each other, and unexpected couplings may suddenly appear. Differences between systemic and holistic ontological approaches are exposed, stating that the description of the overall structure of the system is derived from how connections between functions are specified. |
| STS | Brownian movement | Hierarchical interactions between different system layers (government, regulators, company, management, staff, and work) and openness to external constraints. |
| HRO | Mindfulness | Focuses on individual interactions that create collective cognitive behaviors or collective mindfulness. Describes the five collective cognitive processes as the base for achieving mindfulness and subsequently high reliability and performance. Individuals working together with cognitive stability and capabilities to action, anticipate, and adjust their action patterns to understand, collect evidence, detect, evaluate, revise, etc., new or unexpected events. |