"Why Perfect Procedures Fail: What No One Tells You," discusses the common failures in organizational procedures despite meticulous planning and implementation. The speaker, Charlie, argues that psychological, sociological, and semiotic factors contribute to procedure failures. He explains that overly complex procedures can overwhelm workers, top-down imposition without worker input breeds resistance, and poorly designed symbols and instructions lead to misinterpretation. To mitigate these issues, Charlie emphasizes the importance of simplifying procedures, involving workers in development, using clear and consistent communication, and regularly assessing procedure effectiveness. Ultimately, the video advocates for a holistic approach to procedure design and implementation, incorporating human factors and ongoing evaluation to ensure success.

The sources explore the concept of “Human First” as a critical approach to organizational performance, particularly in high-risk industries. One source, “Error Humano,” examines the limitations of traditional safety and performance management frameworks that focus on control and metrics, arguing that human behavior is often overlooked. It emphasizes the need to understand the root causes of errors and accidents, acknowledging that these are often rooted in complex organizational systems and cultural factors. The other source, “Human First,” presents a practical framework for implementing a "Human First" approach. It suggests a process of diagnosis, communication, and action, emphasizing the importance of creating a culture where safety, innovation, and employee well-being are prioritized. The sources utilize insights from behavioral science and organizational development to build a compelling case for integrating these principles into industrial practices, promoting greater safety, efficiency, and innovation.

The article, "¿Confundidos?", argues that the prevailing approach to industrial safety, which emphasizes "human error" as the primary cause of accidents, is flawed. It criticizes existing safety practices such as "Human Factors," "Human Performance Management," and "Human Reliability" as insufficient because they fail to consider the complex factors influencing human behavior in high-risk environments. The author contends that instead of focusing on training individuals to be flawless, systems themselves should be redesigned to be more human-centered and adaptable to the inevitable possibility of errors. This shift in perspective, the article suggests, is crucial for genuinely enhancing safety in industries such as chemical plants and oil platforms.