Gulati, R., Casto, C., & Krontiris, C. “How the Other Fukushima Plant Survived.” Harvard Business Review, 2015. https://hbr.org/2014/07/how-the-other-fukushima-plant-survived Accessed June 13, 2018.
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Catmull, E. & Wallace, A. Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. New York: Random House, 2013. Print.
Having begun his career at Daini in 1982, when it was still under construction, Masuda was intimately acquainted with the plant. That knowledge allowed him to give each group detailed instructions about where to go and what to do. to give each group detailed instructions about where to go and what to do. Concerned that fear might interfere with workers' ability to remember his instructions, he made the groups repeat the instructions back to him before they left. The point was not to command action but to assist them in acting quickly should the situation change, and their safety be compromised.
- Scott Cook interview with Michael Chui, McKinsey & Co., https://www.mckinsey.com/business-functions/strategyand-corporate-finance/our-insights/how-big-companies-can-innovate
- Scott Cook, “Accounting for Intuit’s Success,” Stanford University Lecture, November 4, 2015, https://stvp-staticprod.s3.amazonaws.com/uploads/sites/2/2015/11/3594.pdf.
R. W. Shumaker, K. R. Walkup, and B. B. Beck, Animal Tool Behavior: The Use and Manufacture of Tools by Animals, Johns Hopkins University Press, Baltimore, 2011.
Flying Blind: The 737 MAX Tragedy and the Fall of Boeing by Peter Robinson (Penguin Business, 2021) is also an enthralling history of a massive accountability sink. I learned a huge amount from Gill Kernick’s Catastrophe and Systematic Change: Learning from Grenfell (London Publishing Partnership, 2021) about another case study in which interlocking systems combined to create a tragedy that couldn’t systematically be pinned on any single organisation, let alone an individual.