Low Probability High Consequence Risk Analysis Issues Methods And Studies

Low-Probability High-Consequence Risk Analysis

In recent years public attention has focused on an array of low-probability/high-consequence (LC/HC) events that pose a signif icant threat to human health, safety, and the environment. At the same time, public and private sector responsibilities for the assessment and management of such events have grown because of a perceived need to anticipate, prevent, or reduce the risks. In attempting to meet these responsibilities, legislative, judicial, regulatory, and private sector institutions have had to deal with the extraordinarily complex problem of assessing and balancing LP/ HC risks against the costs and ben if its of risk reduction. The need to help society cope with LP/HC events such as nuclear power plant accidents, toxic spills, chemical plant explosions, and transportation accidents has given rise to the development of a new intellectual endeavor: LP/HC risk analysis. The scope and complexity of these analyses require a high degree of cooperative effort on the part of specialists from many f~elds. Analyzing technical, social, and value issues requires the efforts of physicists, biologists, geneticists, statisticians, chemists, engineers, political scientists, sociologists, decision analysts, management scientists, economists, psychologists, ethicists, lawyers, and policy analysts. Included in this volume are papers by authors in each of these disciplines. The papers share in common a focus on one or more of the following questions that are generic to the analysis of LP/HC risks.

LOW-PROBABILITY HIGH-CONSEQUENCE RISK ANALYSIS : ISSUES, METHODS, AND STUDIES.

Organization and Decision Theory

Ira Horowitz Depending upon one's perspective, the need to choose among alternatives can be an unwelcome but unavoidable responsibility, an exciting and challenging opportunity, a run-of-the-mill activity that one performs seem ingly "without thinking very much about it," or perhaps something in between. Your most recent selections from a restaurant menu, from a set of jobs or job candidates, or from a rent-or-buy or sell-or-Iease option, are cases in point. Oftentimes we are involved in group decision processes, such as the choice of a president, wherein one group member's unwelcome responsibility is another's exciting opportunity. Many of us that voted in the presidential elections of both 1956 and 1984, irrespective of political affiliation, experienced both emotions; others just pulled the lever or punched the card without thinking very much about it. Arriving at either an individual or a group decision can sometimes be a time consuming, torturous, and traumatic process that results in a long regretted choice that could have been reached right off the bat. On other occasions, the "just let's get it over with and get out of here" solution to a long-festering problem can yield rewards that are reaped for many 1 ORGANIZATION AND DECISION THEORY 2 years to come. One way or another, however, individuals and organiza tions somehow manage to get the decision-making job done, even if they don't quite understand, and often question, just how this was accomplished.