Complex learning: organizational learning from disasters

This paper examines how organizations and society learn from disasters. While learning can and does take place, the depth of this learning is often superficial. The paper argues that lessons that are more fundamental are learnt with difficulty. In order to examine the aetiology of disasters and organizational learning from them, the paper presents a theoretical framework based on systems theory. Contemporary thought on organizational learning complements this theoretical framework. Two industries, the oil industry and aviation industry. are examined in order to examine different types of learning. Finally, the paper addresses obstacles to learning and the issue of risk migration. (C) 2001 Elsevier Science Ltd. All rights reserved.