
"Meltdown" reveals why complex systems fail catastrophically - from nuclear disasters to financial crashes. Winner of the National Business Book Award, this Financial Times best book offers what Charles Duhigg calls "insight more fun than a book about failure has any right to be."
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On June 28, 1979, operators at Three Mile Island stared at a control room in chaos. Alarms screamed. Readings contradicted each other. The computer monitoring system printed only question marks. Within thirteen seconds, critical failures had cascaded through the reactor. In under ten minutes, the core was damaged. The operators believed they had too much water in the reactor when, in fact, they had too little-a misinterpretation that nearly caused a catastrophic meltdown. This wasn't a story of incompetence or negligence. It was something far more unsettling: a preview of how modern disasters unfold in systems so complex that failure becomes not just possible, but inevitable. Sociologist Charles Perrow revolutionized our understanding of disasters when he identified two characteristics that make systems vulnerable. First, complexity-when components interact in ways operators can't anticipate. Second, "tight coupling"-when little slack exists between parts, allowing failures to spread with terrifying speed. When both factors align, you enter what Perrow called the "danger zone," where accidents aren't aberrations but natural outcomes of system design itself. Nuclear plants live permanently in this zone. Chain reactions require precise conditions where small deviations trigger major problems. Timing is everything. You can't pause a reactor mid-crisis to think things through. From nuclear plants to social media campaigns, from financial markets to hospital wards, we're living in what experts call "the golden age of meltdowns"-and most of us don't even realize it.
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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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