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- - - - He was one of the worlds largest investment banks
        
        Lack of knowledge
        
        Focused on the costs over safety
- - - - Titanic was pressured to become worlds largest ship
      - Titanic was pressured to be 'unsinkable'
      - Did not push for costly safety measures
      - Competition leading to to changes in structure and ownership
      - Workforce from titanic were transferred to get sister ship 'Olympic' back into service when it was damaged.
        
        Shared resources being shifted to another project during an emergency
        
        The Titanic was caused to be behind schedule
    - - Legislation was non-existent on a superannuation level
        
        Bassett (1998) explains how safety regulations were established from the Titanic disaster
      - Legislation on the national level was retroactive
  - - - Captain Smith & Ismay assumed Titanic was safe to keep travelling
      - Lack of stakeholder management and leadership
- - - - Galley (2019) effectively explains how to eliminate errors, tasks need to be performed and staff need to follow accountability
  - - - Policies & Procedures
      - Accountability
      - Cost
        
        Salonen (2008) identifies that cost is a step in preventing failure and can have an impact on the whole system when neglected.
- - - - ball room, cabins, furnishing & fitting steering systems and communication systems
    - - Workers
    - - People
      - Usability of systems
    - - downsizing number of life boats to 16
      - Architects assumed in case of collision the ship would remain afloat long enough for all to get transferred to a rescue ship
        
        Hollins (2008) discusses how important the design stage is to eliminate failure
      - Titanic sunk quicker than expected
  - - - Ship was meant to be taken out for testing for 6-8 weeks
        
        Ship was only tested for half a day
        
        Gries (2006) explains how design failure is identified through the problem solving of human failure.
  - - - Lifeboats should have been thought out to accommodate all passengers
        
        Hollins (2008) proves that the design stage is not only important for the design as a whole, but the costs to the organisation. Eliminating these errors early can prevent the failure occurring in the operation
- - - - pressure and rushed procedures
  - - - Binoculars were left at Southampton
    - - Workers prioritised messages from passengers causing ice berg warnings to be ignored