The paper "Causes, Triggers and Drivers that Led to Grounding and Sinking of Costa Concordia" is an outstanding example of a management case study. Media and professional officials of nautical charts pointed out different errors that accounted to the capsizing of Costa Concordia. These errors include failure adherence to ‘ touristic navigation’ by the captain, poor drawing routes on nautical charts by the officer responsible and poor emergency response after impact. These errors are rooted in the responsible organizational processes that induce fault in the workplace. Therefore, the multidimensional character of Costa Crociere errors requires particular knowledge of human, technical and organizational factors.
According to (Cameron and Green, 2004, 45), change is inevitable and it is a process that incorporates human and organizational processes to be achieved successfully. The report focuses on human errors as a start point to examine deeper the systemic issues connected to the organization that led to the accident. The ideology of Reason (1997) on organizational change suits the scope of analysis, and it will guide the management of change. The organizational accident is the initiator of organizational change, and it normally occurs within complex institutions/organizations (Cameron and Green, 2004, 67).
It can affect demography, assets and environment as well. Guided by the hypothesis-Costs Concordia event is an organizational accident, the model will examine and discuss causes, and drivers of the grounding, change management needed processes induced, impacts of change and the status of the functionality of Costa Crociere right after inception. Organizational accident model (causes, triggers and drivers that led to grounding and sinking of Costa Concordia) It is important to use Reason’ s model of an organizational accident in examining causes, triggers and drivers of grounding and sinking of Costa Concordia because most of these issues resulted from organizational factors, local workplace factors and human-related errors in the organizational system.
Below is the chart that represents categorically placed factors associated with Costa Concordia. Reason’ s model of organizational accidents Causes One, the captain was blamed for the accident since he navigated close to the shore thus hitting a rock. During the trial in court, Schettino testified that the captain said that he was going to pass close to the shore of Island and there happened the accident (Josh, 2012).
Two, there was turning off of alarm system. This made the captain navigate by sight. Unfortunately, wave breaking on the reef affected the ship. This was a judgement error according to the captain that eventually led to the disaster. Three, the map routes were compromised and therefore navigation was on a trial basis, meaning Costa Concordia was sailing in a ‘ touristic navigation’ route which was dangerous. Triggers Active failures: These are human-related errors in the organisation that led to non-adherence of policies, formal training principles, route practices and divergence from organizational objectives.
According to Shirley (2012), inconsistent covering of procedures by individuals in the organization increases the likelihood of making errors, and this led to the wrecking of Costa Concordia. Two, non-tolerant error system; Organizational system of Costa Crociere tolerate no error at all therefore in an event of a disaster, it is difficult to avoid negative consequences (Carnival Corporation, 2012. The shutting off of alarm system means the captain would work in accordance to the inflexible requirements of his duty.