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Table of Contents
1 Cover
2 Title
5 Presentation of the Institut pour la Maîtrise des Risques (French Institute for Risk Management)
6 Foreword
7 Preface
8 1 Understanding Cindynics 1.1. The approach 1.2. The method 1.3. The tools 1.4. Processes
9 2 The Usefulness of the Cindynics Approach and Method 2.1. The situation, the founding concept of cindynics 2.2. Characterizing an activity situation 2.3. Qualifying a dangerous situation within an activity situation
10 3 The Usefulness of Cindynics Tools 3.1. Qualification grid for risk sources that are not easily identifiable 3.2. Describing this type of risk source
12 5 A Comparative View Between Dependability and Cindynics 5.1. Introduction 5.2. What is a complex system? 5.3. Dependability approach its strengths and limitations 5.4. The cindynics approach 5.5. Conflict or complementarity of the two approaches 5.6. Conclusion
14 Conclusion
16 Appendix 1. Current Risk Management and its Shortcomings
17 Appendix 2. Notions of Interaction and Complexity
18 Appendix 3. The Grounded Theorization Method
19 Appendix 4. Notions of Quantum Theory
20 Appendix 5. Summary of CSDs
21 Appendix 6. Archeocindynic Study
23 Appendix 8. More Information About Bhopal
24 Appendix 9. Collection of Information on the Queen Mary II Gangway Accident
25 Appendix 10. Queen Mary Accident Cause Tree
26 Appendix 11. Collection of Information on the Deepwater Horizon Oil Rig Accident
28 Appendix 13. The New Cindynics Concepts Training Course
29 Postface
30 Glossary
31 References
32 Index
List of Tables
1 Chapter 4Table 4.1. Sample deficit matrixTable 4.2. Example of a dissonance matrix
2 Examples of ApproachesTable E.1. Hyperspace of the actor Union Carbide (UC). Temporal horizon: 1957–19...Table E.2. Actor: “India and Authorities”. Temporal horizon: 1957–1980Table E.3. Actors, employees and 8.1.4. UC India, stakeholder, period 1980–1984Table E.4. Actors: Union Carbide – October 3 and 4, 1984Table E.5. Comparison between baseline and observed situationsTable E.5. Actor: CAT managementTable E.6. Actor: CAT works coordinatorTable E.7. Actor: head of the ENDEL agencyTable E.8. Actor: ENDEL site managerTable E.9. Systemic deficitsTable
