A fascinating discussion!
Indeed it is.
We sit in learning and development days discussing incidents and try to learn from what happened. It's never clear and never black and white. Too much strict adherence to rules can lead to an incident, just as much as breaking or indeed bending them can. What happens over time is that the rules get changed. Same with the plethora of procedures that we all have to adhere to. They evolve over time. The railway is a nightmare for acting in a reactive way and the rule book is infamously born out of incident and mistakes. We are not very proactive and that strict adherence to the rule book and policies just adds to the glacial movement of change on the railway. I think we are moving into an era where there is more challenging of the status quo and much more acceptance when things just go wrong or mistakes happen.
I don't understand why you wouldn't be allowed to trip MCBs? I can understand them not wanting you to go off and start fault-finding on your own. If Maintenance Control authorise you (or indeed instruct you) to go and trip a particular MCB to try and resolve the fault, then surely that is all the permission that you need? I'd draw the line at Control "authorising" me to do something that the Rule Book (or TOC-specific appendices, yuk) or Sectional Appendix expressly prohibits.
It's all down to money; well mostly money. Fault finding takes time and historically Drivers and other staff tend to get too caught up in a problem and forget that the clock is ticking. We all know the phrase 'headless chicken mode' or 'cut and run'. There is an issue where so much has been removed from our role over time that we lean towards a cut and run policy to save time and money. It also comes down to training. The more modern approach to traiing is to teach less and less and be more dependent on control to instruct you. There is also a history of er... [redacted] because [redacted] and [redacted]. Look at the Wooton Basset incident and you can see where I am coming from. It is much easier to have a policy to not isolate or trip anything. Also think about 'Rest and Go incidents (almost completely wiped out now)
If Control authorises it, why not? My traction training tells me what these isolating cocks are for and the consequences of operating one. I recall prepping one to find that the horn didn't work at all, and further investigation quickly revealed that it had been isolated during repairs and - in error - not reinstated. At the most, a quick phone call to make sure that there wasn't another reason for it being left isolated, then get on with it?
In essence I would agree with you and there is a large degree of that. BUT. Control do not have rules training or even traction training and as expected then can and do 'authorize' you to do something that is way, way outside the rule book. I think what we are all discovering is that I do what my training specifies and do what the rule book allows. Ultimately you are in charge of the train and you are responsible. An example of this is the Peckham Rye incident where control authorized an evacuation onto a live running line. Granted there were other factors but it highlights that the last line of defense is the Driver.
Social media policy and all that :/ However, I will reiterate. Sometimes mistakes happen.Where is the stop mark relative to the points? (...)
It's getting more interesting now! What if the train's about to be taken out of service to go for stabling? On the other hand, what if you release the local door briefly and the passenger manages to fall out, perhaps being caught off balance by their coat suddenly being freed? Maybe it's one for Control to make a decision on. Taking a line blockage on the adjacent line first might be a sensible precaution though!
Ahh the what if game
Again, I can reiterate that it is often the person on the ground who has to make that final decision. Examine the situation, assess the risks, is there any explicit rule against, is the procedure or policy applicable, do you have local knowledge, traction knowledge etc.. Then make a decision.
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