true or false

11. 18. Using a defense in depth approach, designers try and imagine every possible scenario that can occur and develop safeguards accordingly. However, since they are boundedly rational and often deal with complex systems, they are limited in their ability to conceive of the pathways to (and the types of) failure that can occur. In looking back at a failure and trying to reconstruct events, investigators are often bogged down in searching for evidence of abnormal actions, therefor explanations of accidents are typically rooted in errant behavior as a probable causal factor, thus ignoring the potential of an inordinately complex environment and process itself as the causal factor(s). COMMENTARY: MAKING SENSE OF THE MUDDY MIDDLE: SENSEMAKING AS A CRITICAL LEADERSHIP FUNCTION The worst performing aspect of leadership behavior occurs in a domain one could call "sensemaking" and there are many potential explanations for why leaders fail to provide sensemaking, but the implication is clear: leaders do not consistently guide their followers by providing adequate and clear explanations. Followers perform well on various safety indicators when leaders are rated as being high in "transformational leadership" because these leaders consistently: 1) display high levels of power and confidence, 2) encourage creative and ethical choices, and 3) show consideration for individual team member needs and differences - and followers perform less well when a leader is inconsistent in employing transformational leadership elements. 19. 20