Since the inception of High Reliability Theory in 1981, researchers and practitioners have theorized about the questions, “How do you know if you're an HRO, and how do you validate it?” Evidence now exists that organizations seeking high reliability and resilience have moved away from the theoretical phase, and into the application phase where organizations adopt the HRO hallmarks plus culture as operational targets and create interventions to effect change. The evidence of high reliability operations in organizations is key for validating that HRO is implementable and is also beneficial. After collecting over 1400 artifacts, we found 34 scholarly efforts published which purposefully targeted implementation measures toward achieving an HRO state and measured the outcomes. From that evidence, we concluded that three specific interventions have been used which were useful and generalizable to guide practitioners in moving toward an HRO state: process redesign, training, and organization redesign. We suggest that this evidence may assert that organizations which are not functioning as an HRO can be redesigned to do so.

自 1981 年高可靠性理论问世以来，研究人员和从业人员已经对这些问题进行了理论分析，“你怎么知道你是否是一个 HRO，你如何验证它？” 现在有证据表明，寻求高可靠性和弹性的组织已经从理论阶段进入应用阶段，在该阶段组织采用 HRO 标志和文化作为运营目标，并创建干预措施以实现变革。组织中高可靠性运营的证据是验证 HRO 可实施且有益的关键。在收集了 1400 多件作品后，我们发现了 34 篇发表的学术成果，这些成果有目的地针对实现 HRO 状态的实施措施并衡量了结果。从那个证据来看，我们得出的结论是，已经使用了三种特定的干预措施，这些干预措施是有用且可推广的，可指导从业者转向 HRO 状态：流程重新设计、培训和组织重新设计。我们建议，这一证据可能会断言，可以重新设计不作为 HRO 运作的组织。