We, You, the emotions and the reliability

The HROs have original working methods, dominated by an action-oriented approach and a particular way of understanding the complexity of their environment. This requires aptitude in exploiting diversity of group perceptions: variety of interpretations, ideas and arguments differentiation, listening to the other, reconciliation of differences, and the commitment to review and update procedures and modalities action, while maintaining a clear big-picture (Weick, 2004, p.663). Controlling the environment starts with understanding potential incidents and detecting the weak signals that precede them. Thus, HRO members have an ability to recognize latent errors and remove them before they turn into a crisis. We are talking about organizational resilience. However, research on HROs generally assumes that their members are essentially the employees of the organizations. The HROs extended to more open organizations than the one originally analyzed. For example, emergency care units, paediatric care units or theatres are organizations that interact with people and the public. Researchers have paid little attention to the ways in which they have managed to include this outsider view in order to ensure situational awareness and 'indigenous' perception in order to secure the activity. We will try to highlight the role of these people 'external to the organization' in risk mitigation through a series of examples collected during the HRO researches.