Errornomics

How did security staff at LA International Airport miss 75% of bomb-making materials that went through screening? Which way should you turn before joining a supermarket queue? Why should a woman hope it was a man who witnessed her bag being snatched? And what possessed Burt Reynolds to punch a guy with no legs? Human beings can be stubbornly irrational and wilfully blind ... but at least we're predictably wrong. From minor lapses (why we're so likely to forget passwords) to life-threatening blunders (why anaesthetists used to maim their patients), Pulitzer-Prize winning journalist Joseph T. Hallinan explains the everyday mistakes that shape our lives, and what we can do to prevent them happening.

The aim objective of CME 2014 is to provide a platform for researchers, engineers, academicians as well as industrial professionals from all over the world to present their research results and development activities in Information Management, Innovation Management, Project Management and Engineering. This conference provides opportunities for the delegates to exchange new ideas and application experiences face to face, to establish business or research relations and to find global partners for future collaboration. Submitted conference papers will be reviewed by technical committees of the Conference.

Start with Yourself: Lessons in Leadership What if your rsum read: Calm, capable, kind, humble, and strong? You would be wildly in demand and utterly successful, and not only at work. These attributes (not degrees, money, or titles) create a true leader. And you can have this now. The art of having a successful life and career is in creating close, meaningful, authentic relationships with others. The only way to do this is to start with yourself. You have the capability of influencing more than you imagined possible and creating the life you yearn to have. Beth Taska, a highly successful leader and coach of leaders, guides you through precise methods of being the best version of yourself today. She summarizes the wisdom of philosophers, writers, cutting-edge thinkers of our time, and her own extraordinary life to forge a guide to leading a better life. With heart, truth, and wisdom, Start with Yourself shows you how to: Lead through an open mind and a way of being. Always be in demand by being an extraordinary leader and solving problems. Inspire others, teams, and your family. Succeed in your career, business, and relationships, all from the same core habits. Get what you want or always wanted. This succinct book will leave you a better leader and, more importantly, a better person.

In Making is Connecting, David Gauntlett argues that, through making things, people engage with the world and create connections with each other. Both online and offline, we see that people want to make their mark on the world, and to make connections. During the previous century, the production of culture became dominated by professional elite producers. But today, a vast array of people are making and sharing their own ideas, videos and other creative material online, as well as engaging in real-world crafts, art projects and hands-on experiences. Gauntlett argues that we are seeing a shift from a ‘sit-back-and-be-told culture' to a ‘making-and-doing culture'. People are rejecting traditional teaching and television, and making their own learning and entertainment instead. Drawing on evidence from psychology, politics, philosophy and economics, he shows how this shift is necessary and essential for the happiness and survival of modern societies.

Understanding the conditions under which variability in performance may arise, and the processes related to its emergence, gives us insight into the development of techniques for improving the quality of performance. Variability in Human Performance details the scientific and the practical implications of human performance variability by providing a broad perspective on how and why such variability occurs across a number of disciplinary domains. The text takes an approach that rests upon the idea of context, or design, specificity in performance, namely that variability in performance is closely referenced to design factors in the environment in which performance is occurring. An exploration of the link between variability and related processes, the book introduces a comprehensive framework for understanding human performance variability, presented in terms of how human control of behavior is closely tied to design factors in the performance environment. The authors introduce empirical evidence, as well as practical examples and application areas, in support of this framework. The book begins with coverage of neurobiological and biomechanical basis of movement variability, then examines rich and extensive empirical evidence available for context specificity in cognitive performance and learning, as a basis for cognitive performance variability. The book then reviews the evidence for context specificity in: Student learning Displaced feedback conditions Human error behavior Affective performance Social and team performance The authors also explore work performance as influenced by complex sociotechnical systems and as a basis for performance variability, applying control systems concepts to an interpretation of the nature and basis of performance variability in all of these domains. They conclude by taking an evolutionary perspective on the origins and behavioral significance of human performance variability. The book then provides strategies on how individuals, groups, and organizations can significantly reduce variability in human performance that often leads to systems failures.

People Risk Management provides unique depth to a topic that has garnered intense interest in recent years. Based on the latest thinking in corporate governance, behavioural economics, human resources and operational risk, people risk can be defined as the risk that people do not follow the organization's procedures, practices and/or rules, thus deviating from expected behaviour in a way that could damage the business's performance and reputation. From fraud to bad business decisions, illegal activity to lax corporate governance, people risk - often called conduct risk - presents a growing challenge in today's complex, dispersed business organizations. Framed by corporate events and challenges and including case studies from the LIBOR rate scandal, the BP oil spill, Lehman Brothers, Royal Bank of Scotland and Enron, People Risk Management provides best-practice guidance to managing risks associated with the behaviour of both employees and those outside a company. It offers practical tools, real-world examples, solutions and insights into how to implement an effective people risk management framework within an organization.