The potential perils of robots and other forms of artificial intelligence (AI) have been a subject for discussion since the 1950s. Nevertheless it seems that society is still not prepared for the great impact of the rapid advancement of AI in the last decennium and the many ethical dilemmas involved. How can moral, social and legal values be integrated in the designing process of AI technologies? Is it imaginable that these AI systems would ever be considered as ethical entities? How to control these systems? The authors argue that we should not only analyze these problems, but also reflect on ethics itself. AI has the potential to change the way we live and work. But it is important to introduce restrictions and controls to guarantee our freedom, autonomy and fundamental human rights.

This article deals with possibilities for the Public Prosecutor’s Office in the Netherlands to learn from high reliability organizations (HROs). The authors draw a picture on the basis of information, gathered between 2008 and 2010. While dealing with mistakes or faults much emphasis is often laid upon a professional attitude, written handbooks and discipline as essential conditions. The experience with HROs shows that at the same time mental processes are needed for fast detection and containment of developing problems. These mental processes, heaped together as ‘collective mindfulness’, refer to the picking up of weak signals and the resilient reacting upon incidents. The authors show to what extent the Public Prosecutor’s Office makes use of these processes. The level of training and education and the ‘hands on’ mentality of the average Public Prosecutor build a firm foundation for reliability. Reflection and to what extent knowledge is shared seem liable for improvement. Adapting (elements of) the HRO philosophy may prove an effective way to foster the actual exchange and use of knowledge within the Public Prosecutor’s Office and thus raise its reliability.