What Investigators and Organisations Must Understand Before Relying on Artificial Intelligence Artificial Intelligence is rapidly finding its way into workplace investigations. From interview transcription and timeline building to report drafting and trend analysis, AI promises faster investigations, greater consistency, and reduced administrative burden. For ICAM practitioners, this is understandably appealing. But there is a risk few organisations are talking about: ICAM is

Introduction “Zero Harm” has become one of the most ubiquitous mantras in the modern safety movement. It appears on posters, banners, hard hats, annual reports, and corporate value statements. On the surface, it conveys a noble intent- no one should be injured or killed at work. Yet, beneath the glossy veneer lies a problematic reality: when “Zero Harm” becomes more than an aspiration- when it morphs into an absolute expectation- it can inadvertently distort behaviour, discou

Introduction: The Challenge of the Unthinkable Every organisation faces risks, but some events lie beyond the boundaries of what most believe possible. These are   black swan events - rare, unpredictable, and high-impact disruptions that defy conventional risk assessments. Whether it’s a catastrophic equipment failure, an unprecedented natural disaster, a cyberattack crippling critical systems, or a cascading supply chain collapse, these events shake even the most resilient o

Introduction: Why Words Matter in ICAM Reports An ICAM investigation report is more than a record of events- it’s a mirror of an organisation’s culture, learning capacity, and credibility. Every word shapes how stakeholders interpret the findings, how teams respond to recommendations, and whether meaningful change follows. Poorly chosen language can sabotage even the most thorough analysis. Certain phrases, though common, reveal unconscious bias, diminish trust, and undermine

Introduction When a machine fails, it’s tempting to point the finger at the technician, the faulty part, or “bad luck.” But seasoned investigators know maintenance failures are rarely random events- they are predictable outcomes of system weaknesses.   The ICAM (Incident Cause Analysis Method) framework provides a structured, learning-focused way to analyse these failures. By examining   Human and Organisational Factors , ICAM reveals how decisions, processes, and culture sha

In every ICAM (Incident Cause Analysis Method) investigation, the ultimate goal is learning -not blame. We investigate to understand what happened, why it happened, and how to stop it from happening again. But even the most thorough, evidence-based investigation can hit a wall when   leaders reject the recommendations . When leaders say “no” to ICAM outcomes, it raises important questions about culture, priorities, and the organisation’s real appetite for change. This article

Introduction When serious incidents occur, organisations often assemble a team of investigators. The intention is noble - bring together a mix of expertise, perspectives, and authority to uncover the truth. Yet, one of the most common pitfalls in investigation planning is   overstaffing the team . At first glance, more people may seem better - more eyes, more brains, more experience. But as any seasoned investigator knows, beyond a certain point,   too many investigators can

Introduction: Why culture matters in ICAM interviews ICAM (Incident Cause Analysis Method) investigations depend heavily on interviews. They are the primary tool for uncovering   actions, conditions, and organisational factors   that contributed to an incident. Yet, interviews are more than technical data-gathering- they are   human interactions   shaped by language, emotion, and culture. In an increasingly globalised workforce, investigators regularly speak with people whose

Introduction: When Silence Speaks Loudly After a workplace incident, many people wait- not just for answers, but for acknowledgement. They wait for leaders to speak. To show they’ve heard. To signal care, responsibility, and commitment to improvement. Yet too often, what follows isn’t words- it’s silence. That silence, whether intentional or accidental, sends a powerful message. In leadership,   what you don’t say is just as important as what you do . After incidents, silence

In every ICAM investigation, we search for deeper organisational factors that shape human decisions and system performance. Among these,   "Incompatible Goals"   consistently emerge as one of the most common and revealing findings. They sit quietly beneath the surface of many incidents, influencing behaviour in subtle ways, shaping trade-offs, and creating tension between what workers are asked to do and what they are resourced or rewarded for achieving. Yet despite their pre

ICAM – the   Incident Cause Analysis Method   – has been used in thousands of investigations across industries, countries, and cultures. Yet, despite its proven track record in aviation, mining, energy, healthcare, manufacturing, and government, myths still persist about what ICAM is, what it isn't, and how it works. Let’s cut through the noise. In this article, we’ll   bust the most common myths   about ICAM, clarify misunderstandings, and show why it remains one of the most

Why ICAM Isn’t Just for Safety The ICAM (Incident Cause Analysis Method) framework is world-renowned for investigating safety incidents and operational failures. But many organisations are realising something powerful: The same human and organisational factors that cause physical harm also cause psychosocial, HR, and IR incidents. Bullying, stress, burnout, misconduct, and workplace disputes all have system-based causes. The great strength of ICAM is that it doesn’t need to b

Introduction In every workplace - whether it's an office, a factory floor, a healthcare ward, or a project site - people are constantly influenced by subtle cues in their environment. A manager saying, "As soon as you're finished here, I’ll need you to jump on the next task," might seem like simple coordination. But underneath, that message can shape behaviour in powerful and often unintended ways. This is the concept of   priming   - the unconscious influence that words, ton

Introduction Workplace safety is not just about preventing accidents—it’s about shaping a culture where learning, improvement, and accountability are constant. The powerful words of C.S. Lewis remind us that while we cannot undo the past, we hold the ability—and responsibility—to change what happens next. Every workplace, regardless of industry or history, carries its own story. Some stories are filled with close calls, injuries, or missed opportunities. Others show progress

Introduction: Lessons from Safety Investigations for Sport In elite sports, losing a game is often followed by intense debriefs—videos, stats, emotional reflections, and tactical reviews. Coaches and analysts pour over what went wrong: missed opportunities, poor execution, low morale, or questionable decisions. Yet, many post-match reviews stop at the surface level—what happened and who made the mistake—without deeply exploring why it happened or the latent conditions that

Introduction Imagine standing at the open door of an aircraft, parachute in hand. The instructor yells,  “Banzai!”  and throws your...

Introduction: More Than a Technical Process ICAM investigations are often presented as highly structured, almost clinical processes. We...

Introduction: Why Technical Safety Requires a New Approach In an era where complexity, automation, and high-consequence operations...

1. Introduction In today's complex workplaces, especially in high-risk industries like mining, aviation, healthcare, and manufacturing,...

Introduction: Confined Spaces- Invisible Killers in Industrial Design Confined spaces- pits, tanks, vessels, ducts, silos, and tunnels-...