Examples from meaning unit mapping
| MU | File | Local context | Meaning unit (extract) | Theme |
|---|---|---|---|---|
| MU07 | X11 | Clarifying planning methods and responsibility | “…either you have the responsibility or you don’t… explain… those who have responsibility… it’s important to produce supporting documentation…” | E5 |
| MU10 | X13 | Using formal routines and feedback loops | “…workplace-meeting minutes (APT)… common template… checkboxes… goes directly to the safety committee… feedback… learning…” | E5 |
| MU11 | X14 | Describing shortcuts that persist | “…you cut corners… ‘shortcuts’… quick fix… then you come home… ‘you were never allowed to do that’… ‘still a problem’…” | E6, E1 |
| MU12 | X14 | Describing planning differing by level | “…at staff level… planning… good… out in the field… ‘go fast and wrong’… at lower levels you’re not given that time…” | E5, E1 |
| MU21 | X36 | Describing goals forcing “no reset” and official success | “…the objectives have to be achieved… rolling back… ‘never happens’… ‘officially we always have goal fulfilment’…” | E4, E1 |
| MU26 | X40 | Breaking rules already during planning | “…the power-line corridor… ‘then you’re breaking it already in the planning’…” | E5, E1 |
| MU53 | X29 | Tracing the historical development of SMS from accidents | The safety process is described as historically grown (since the 1960s) due to many accidents; includes reporting + trend analysis. “…captured in the 60 s… many accidents… created… SMS… deviation system… trend analyses…” | E6 |
| MU57 | X30 | Treating adaptive deviation (“break the plan”) as competence | Normatively encourages breaking the plan when required; “must dare” to deviate. “…you must dare to break… put away the plan…” | E1 |
| MU58 | X30 | Avoiding “plan worship” by balancing priorities | Planning is necessary but not to be “plan-worship”; balancing priorities. “…planning is important… but… not worship the plan…” | E5 |
| MU72 | X36 | Using the “red card” as a stop-authority intervention tool | “Red card” capability to stop unsafe/incorrect exercise conduct (controller-like intervention). | E4 |
| MU70 | X37 | Refusing to cut safety while training validity suffers (negative case) | They refuse to “cut safety,” but admit training becomes wrong if compensating with full lighting due to missing equipment. “…we won’t compromise safety… then full lighting… then you train wrong…” | E5 |
| File | Local context | Meaning unit (extract) | Theme | |
|---|---|---|---|---|
| MU07 | X11 | Clarifying planning methods and responsibility | “…either you have the responsibility or you don’t… explain… those who have responsibility… it’s important to produce supporting documentation…” | E5 |
| MU10 | X13 | Using formal routines and feedback loops | “…workplace-meeting minutes ( | E5 |
| MU11 | X14 | Describing shortcuts that persist | “…you cut corners… ‘shortcuts’… quick fix… then you come home… ‘you were never allowed to do that’… ‘still a problem’…” | E6, E1 |
| MU12 | X14 | Describing planning differing by level | “…at staff level… planning… good… out in the field… ‘go fast and wrong’… at lower levels you’re not given that time…” | E5, E1 |
| MU21 | X36 | Describing goals forcing “no reset” and official success | “…the objectives have to be achieved… rolling back… ‘never happens’… ‘officially we always have goal fulfilment’…” | E4, E1 |
| MU26 | X40 | Breaking rules already during planning | “…the power-line corridor… ‘then you’re breaking it already in the planning’…” | E5, E1 |
| MU53 | X29 | Tracing the historical development of | The safety process is described as historically grown (since the 1960s) due to many accidents; includes reporting + trend analysis. “…captured in the 60 s… many accidents… created… SMS… deviation system… trend analyses…” | E6 |
| MU57 | X30 | Treating adaptive deviation (“break the plan”) as competence | Normatively encourages breaking the plan when required; “must dare” to deviate. “…you must dare to break… put away the plan…” | E1 |
| MU58 | X30 | Avoiding “plan worship” by balancing priorities | Planning is necessary but not to be “plan-worship”; balancing priorities. “…planning is important… but… not worship the plan…” | E5 |
| MU72 | X36 | Using the “red card” as a stop-authority intervention tool | “Red card” capability to stop unsafe/incorrect exercise conduct (controller-like intervention). | E4 |
| MU70 | X37 | Refusing to cut safety while training validity suffers (negative case) | They refuse to “cut safety,” but admit training becomes wrong if compensating with full lighting due to missing equipment. “…we won’t compromise safety… then full lighting… then you train wrong…” | E5 |
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