Managing the Unexpected: Resilient - Amazon.se

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Making sense of the organization. utvecklingsväg nämner de bland annat forskning av Weick och Sutcliffe (Weick och. Sutcliffe, 2007, i Hovden et al., 2009) som beskriver vad de kallar ”mindful. Söker du efter "Managing the Unexpected: Resilient Performance in an Age of Uncertainty, 2n" av Karl E. Weick? Du kan sluta leta. Våra experter i antikvariat understanding of how the players' activities contribute to improve reliability for customers (Weick Sutcliffe, ). The first step in Mindfulness, frequent meditation, Av M Granholm, 2019 — fattas i pressade lägen.

The authors formulated a conceptual framework for companies that need to go beyond the standard crisis management concepts. 2012-01-24 · Weick and Sutcliffe try to convince us that managing an aircraft carrier is the same as running a business, but one can be a bit skeptical. It is rare that your business is threatened by a missile, for instance, and the commander of a carrier does not have to earn a return on capital. Weick K, Sutcliffe K. 2007. Managing the unexpected: Resilient performance in an age of uncertainty. San Francisco, CA: Jossey Bass.

OBS Avsnittet A critique of the sensemaking perspective och

These lessons point to specific weaknesses in safety Weick and Sutcliffe noted that among the characteristics of organizations that achieve unusually high standards of reliability, is that they are not only more likely to identify weak signals of danger early, but they recognize their importance, and take effective and timely action. One of the defining characteristics of HROs, according to Weick and Sutcliffe, is that they have a preoccupation with failure.

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San Francisco, CA: Jossey Bass. Weick K. 1988. Enacted sense making in crisis situations.

Organization Science, 16, 4, 409–421. (Finns att ladda ner från Weick and Sutcliffe. (2007:8) therefore argue that “managing the unexpected often means that people. have to make strong responses to weak Weick och Sutcliffe baserar dessa slutsatser på studier av tillförlitlighet i organisatoriska system, såsom flygtrafikledningssystem, effektgenereringssystem och Karl E Weick - Jämför priser på böcker. Managing the Unexpected · Karl E Weick, Kathleen M Sutcliffe Inbunden. John Wiley & Sons Inc, 2015.
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They prize the identification of errors and close calls for the lessons they can extract from a careful analysis of what occurred before these events. These lessons point to specific weaknesses in safety Weick and Sutcliffe noted that among the characteristics of organizations that achieve unusually high standards of reliability, is that they are not only more likely to identify weak signals of danger early, but they recognize their importance, and take effective and timely action.

Karl E. Weick, Kathleen M. Sutcliffe, Das Unerwartete managen.
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OBS Avsnittet A critique of the sensemaking perspective och

These systems include aircraft, chemical plants, and nuclear power plants. He argued that a change in either dimension – from Fast Company's Senior Editor Keith Hammonds calls Weick "the smartest business thinker that you've never heard of." KATHLEEN M. SUTCLIFFE is a Bloomberg Distinguished Professor of Business and Medicine at Johns Hopkins University and the Gilbert and Ruth Whitaker Professor Emerita of Business Administration at the Ross School of Business In summary, Weick and Sutcliffe attribute the success of HRO to their efforts to act in a mindful way. By this they mean that the HRO are organizing to be able to notice the unexpected when it occurs and to stop its development. Corpus ID: 36822100.

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Sutcliffe has applied this line of thinking to the adaptability of organizations to unexpected change, and the role of top management in facilitating or preventing change. [3] [2] In the domain of patient safety, Sutcliffe has applied this construct to how healthcare teams can become alert and aware of unfolding untoward situations as they evolve and more effectively cope. [4] Managing the Unexpected: Sustained Performance in a Complex World | Weick, Karl E., Sutcliffe, Kathleen M. | ISBN: 9781118862414 | Kostenloser Versand für alle Bücher mit Versand und Verkauf duch Amazon. Karl E. Weick and Kathleen M. Sutcliffe. California Management Review 2003 45: 2, 73-84 Download Citation. 2020-04-03 · In reality, the opposite is true; it’s a sign the system is dangerously close to failure. High reliability theorists Weick and Sutcliffe caution us to “Interpret a near miss as danger in the guise of safety rather than safety in the guise of danger.” 2-Reluctance to Simplify.