Why would any right-minded person a) return to an island populated by huge dinosaurs with rage issues who aren’t fussy about what they eat and b) expect things to turn out any differently than they did in previous instalments of Jurassic Park.
You have to question the sanity of whoever came up with that premise, rather like I did after seeing the adverts for the new Jurassic park film in Waterloo station recently. Is no childhood classic safe from the meddling hands of Hollywood?
So, in a fit of rage at the endless disintegration of society I scoured The Guardian film review website to work out what convoluted justification the writers had come up with this time for why people would deliberately put their lives in such peril.
Well, turns out to my utter astonishment that they had managed the risks!
As it happens, the safety director of Jurassic Park Inc had done a really good job and designed some great systems and processes. The dinosaurs, once uncontrollable, major, high hazards had been well and truly accounted for.
I can only imagine how many risk assessments needed performing before they got the ‘Feed T-Rex’ process right, but it seems they’d done it. A British Safety Council Sword of Honour award is surely long overdue?
In fact they’d been so successful that the reputation of the island had been completely restored and customers were happy to go back again, or so the story goes. Well, spoiler alert – apparently it all goes wrong again!
Who would have guessed it?
What went wrong this time at Jurassic Park
It wasn’t the known risks, it was the unknown ones that did it. As it turns out that there was something slightly awry with the culture of Jurassic Park Inc; a management team focussed on making money they decided to up the ante, putting pressure on their overstretched employees to take greater risks in the chase for the dino-dollar.
How did they respond? By developing a hybrid mega beast that introduced an even greater hazard, which of course they didn’t really recognise until it was too late.
You see, given that they’d developed great systems and processes, a sort of complacency had set in. They assumed that safety was sorted and forgot that, humans being humans, sometimes we don’t truly recognise the implications of decisions – our assessment of past risks sometimes isn’t adequate for managing potential future risks.
You would have thought in the case of gigantic carnivorous beasts it was obvious, but when you’re dealing with extremely high hazards on a daily basis you sometimes develop risk blindness.
Moral of the story
With robust systems, processes and procedures you might think that you can control even the mightiest of risks, but what you can never really account for is what decisions humans will make.
With this kind of complacency in your culture, all sorts of stuff can and will go wrong, just when you think all your Velociraptors are all accounted for.
Are hybrid mega beasts breeding in your business because of conflicting priorities?