At the world's some 440 nuclear power plants, experts continually monitor their wide safety margins, and at signs of trouble seek out the sources and recommend changes. Too often for their comfort, and for ours, a subsequent problem reveals that these changes were ineffective or never made. Why this self-defeating pattern? What in this technology's culture of control might undermine experts' best.
Shouldering Risks: The Culture of Control in the Nuclear Power Industry pdf download
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