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The purpose of this paper is to inform readers comprehensively and sufficiently about the marine accident of MV Samina Express with 80+2 dead in the Aegean Sea in September 2000.

The paper uses analysis of court and experts as well as published papers on the accident using nonlinear management techniques.

When dialogue and communications in shipping companies fail then accidents to vessels result.

There was difficult access to court material and limited information on actual causes and the action of payers.

Open communications can aid in finding the cause of accidents.

The paper reveals the causes of accident due to human errors in a clear way; it outlines the responsibility of the captain as manager of the ship; and shows where and why the dialogue and communication fails.

The purpose of this paper is to investigate whether the Herald of Free Enterprise disaster was due to the ship or the management, using the modern management theory of complexity.

The 75 pages investigation of the court has been studied and codified to the main aspects and mistakes producing the accident. After the mistakes were identified, a procedure adopted in analysis B to show how these could be avoided if a different management theory has been adopted.

The main finding was that management was responsible for the accident on shore mainly and on board and that a special communication mean which is called “dialogue” in complexity theory parlance had to be adopted.

Any shipping company and ship can identify itself through the common mistakes mentioned and adopt the proposed theory to improve safety and management's effectiveness.

The paper provides a concise analysis of the accident. A new theory is presented and linked to this case study. The study will be useful to management on shore and on board and for IMO of Flag administrations and departments of transport and others.

Proposes to analyze known case studies of information systems failure.

Uses the organizational failure diagnosis model.

Finds that there is the need to assess the organization's “health” prior to information systems development and to raise the organization's actual capacity for systems development to the necessary levels for success.

Previous studying of these cases has underplayed the role of technical problems as the surface manifestations of deeper‐rooted organizational pathologies causing the failure. The usefulness of the organizational failure diagnosis model is shown in recognizing these deeper‐rooted issues and a number of suggestions are made for the prevention of failure.

Defines the concept of “organisational failure” in information systems (IS) development, and proposes a diagnostic model drawn from research done into IS consultancy firms that develop systems using a variety of methodologies. The research involved a qualitative study aimed at the nature of the development process and the role of organisational issues in this process. The model’s elements and relationships were determined by the research findings. Presents two cases of failure that show how IS failure is rooted in organisational pathology and examine existing failure concepts. The concept and model proposed can be used by practitioners and management before and during a project for diagnosing organisational failure before it interferes with IS development and afterwards for extracting deeper rooted organisational learning from failure.