> But more than anything already listed... the nurse didn't question giving someone 38 pills beyond "must be dilluted" yet the article pushes the focus to how t

> But more than anything already listed... the nurse didn't question giving someone 38 pills beyond "must be dilluted" yet the article pushes the focus to how technology led to the error? The nurse did question it further. I feel as though the articles addressed this and your subsequent point pretty adequately. > Since the Paleolithic Era, we humans have concocted explanations for stuff we don’t quite understand: tides, seasons, gravity, death. The idea that the Septra might have been diluted was the first of many rationalizations that Levitt would formulate to explain the unusual dose and to justify her decision to administer it. At first glance it might seem crazy for her to have done so, but the decisions she made that night were entirely consistent with patterns of error seen in medicine and other complex industries. > What is new for medicine is the degree to which very expensive, state-of-the-art technology designed to prevent human mistakes not only helped give rise to the Septra error, but also failed to stop it, despite functioning exactly as it was programmed. > The human lapses that occurred after the computerized ordering system and pill-dispensing robots did their jobs perfectly well is a textbook case of English psychologist James Reason’s “Swiss cheese model” of error. Reason’s model holds that all complex organizations harbor many “latent errors,” unsafe conditions that are, in essence, mistakes waiting to happen. They’re like a forest carpeted with dry underbrush, just waiting for a match or a lightning strike. > Still, there are legions of errors every day in complex organizations that don’t lead to major accidents. Why? Reason found that these organizations have built-in protections that block glitches from causing nuclear meltdowns, or plane crashes, or train derailments. Unfortunately, all these protective layers have holes, which he likened to the holes in slices of Swiss cheese. > On most days, errors are caught in time, much as you remember to grab your house keys right before you lock yourself out. Those errors that evade the first layer of protection are caught by the second. Or the third. When a terrible “organizational accident” occurs — say, a space shuttle crash or a September 11–like intelligence breakdown — post hoc analysis virtually always reveals that the root cause was the failure of multiple layers, a grim yet perfect alignment of the holes in the metaphorical slices of Swiss cheese. Reason’s model reminds us that most errors are caused by good, competent people who are trying to do the right thing, and that bolstering the system — shrinking the holes in the Swiss cheese or adding overlapping layers — is generally far more productive than trying to purge the system of human error, an impossibility.