Weick and Sutcliffe present a set of challenging ideas in a way that is clear and like nuclear power plants and aircraft carrier flight decks, Weick and Sutcliffe's

21 Oct 2020 Karl E. Weick's The Social Psychology of Organizing has been one of Tsoukas, Haridimos and Patriotta, Gerardo and Sutcliffe, Kathleen M.

3) beskriver kortfattat high reliability organizations enligt följande: “They organize themselves in such a way that they are better able to Sutcliffe, K. M., & Weick, K. E. (2013). Mindful organising and resilient health care. In E. Hollnagel, J. Braithwaite, & R. L. Wears (Eds.), Resilient health care (pp. Weick, Sutcliffe och Obstfeld menar att pålitligheten i HRO istället bygger på Weick och Sutcliffe förklarar principen som att organisationer tenderar att hantera av M Rosén · 2010 — (Weick, 1995; Weick, Sutcliffe & Obstfeld, 2005). Även om Weicks teorier ger oss perspektiv på organisationer som sociala konstruktioner har hans undvikande av som ”den organisatoriska förmågan att hantera störningar och påfrestningar utan att organisationens livskraft försvagas (Weick och Sutcliffe).

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. We crave certainty and try to avoid the unknown. Teece, Pisano, and Shuen (1997), Weick, Sutcliffe, and Obstfeld (1999), and Eisenhardt and Martin (2000). Wildavsky (1988: 70) argues, for example, that to be resilient is to be vitally prepared for adversity which requires “improvement in overall capability, i.e., a generalized The most important thing that sets an HRO apart from other companies, according to Weick and Sutcliffe, is their "mindfulness".

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av M Rosén · 2010 — (Weick, 1995; Weick, Sutcliffe & Obstfeld, 2005). Även om Weicks teorier ger oss perspektiv på organisationer som sociala konstruktioner har hans undvikande av

Organizing and the process. att säkerställa att de alla stod på samma grund. Dessa böcker var: • Perrow – Normal Accidents • Weick/Sutcliffe – Managing the unexpected Sensemaking: KARL E. WEICK AND KATHLEEN M. SUTCLIFFE DAVID OBSTFELD.

"Of all the people Tom and I quoted in In Search of Excellence Karl Weick was hands down the most influential. As a researcher and thought leader on matters organizational and strategic, Karl gets an eleven on my scale of one to ten. Now Weick and Sutcliffe have written on a subject they have

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Organizing for high reliability: Processes of collective mindfulness. @inproceedings{Weick1999OrganizingFH, title={Organizing for high reliability: Processes of collective mindfulness.}, author={K. Weick and K. Sutcliffe and David Obstfeld}, year={1999} } This construct was elaborated and refined as mindful organizing in Weick and Sutcliffe’s 2001 and 2007 editions of their book Managing the Unexpected. [15] [16] Mindful organizing forms a basis for individuals to interact continuously as they develop, refine and update a shared understanding of the situation they face and their capabilities to act on that understanding. details (Weick et al., 1999; Weick & Sutcliffe, 2001; Weick & Sutcliffe, 2007). Organizational mindful-ness specifically consists of regularly and robustly discussing potential threats to reliability (preoccu-pation with failure); developing a nuanced and current understanding of the context by frequently questioning the adequacy of existing Professor's Weick and Sutcliffe make good use of examples to demonstrate their conclusions and to bring the principles to life.
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Nandhakumar 2008; 1038, Weick 1995; 14). sensemaking börjar alltid med en sensemaker (Weick 1995, 18), det vill säga Karl E Weick och Kathleen M Sutcliffe har i boken ”Managing the unexpected : Resilient. Performance in an Age of Uncertainty” 1 tydligt av S Brorström · 2014 — Weick och. Sutcliffe (2007) anger tre generella problem med planer och mål inom organisationer; 1.) de baseras på förväntningar och antaganden om framtiden, som rationaliserar vad människor gör" ( Weick, Sutcliffe, & Obstfeld, 2005, s. 409 ).

One of the defining characteristics of HROs, according to Weick and Sutcliffe, is that they have a preoccupation with failure. Nowhere is this better represented than the reaction of the aircrew when something that happens historically once every 15 years happens, and they are supremely qualified to react.
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Weick and Sutcliffe’s (2007) example of a seaman on board the aircraft carrier, USS Carl Vinson, who reported the loss of a tool, illustrates how a reporting culture can be encouraged and a climate of trust created. A tool that finds its way onto the deck of a carrier can be sucked into an engine and lead to catastrophic failure.

"Of all the people Tom and I quoted in In Search of Excellence Karl Weick was hands down the most influential. As a researcher and thought leader on matters organizational and strategic, Karl gets an eleven on my scale of one to ten. Now Weick and Sutcliffe have written on a subject they have This collection of essays arose from a call for papers issued by Organization Studies in 2004 to celebrate and critically engage the scholarship of Karl Weick; to carry forward his thinking into ne Weick and Sutcliffe present a set of challenging ideas in a way that is clear and compelling, and then turn these critical insights into practical guidelines that have broad application and relevance."--Gary Klein, Applied Research Associates and author, Sources of Power Deference to expertise: (Weick and Sutcliffe, 2007). HROs exhibit an adaptive, flexible or ‘organic’ nature (Weick et al., 2005), which enables them to be hierarchical and rule-based during normal operations but decentralized and responsive in high tempo and emergency modes (Weick and Roberts, 1993; Leveson et al., 2009).

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crisis (Weick & Sutcliffe, 2001). MO focuses on the incubation of unwanted events and crises, long before they occur. It puts the emphasis on designing reliability

He also stressed that preoccupation with failure presumes that the organization has good communication. Drawing on illustrative examples from high reliability organizations (HROs)-emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units-Karl E. Weick and Kathleen M. Sutcliffe reveal how these organizations developed the ways of acting and styles of learning that give them the confidence to manage the unexpected Managing the Unexpected: Resilient Performance in an Age of Uncertainty (2nd edn) Karl E Weick and Kathleen M Sutcliffe (2007) Wiley & Sons, San Francisco; ISBN 978-0-7879-9649-9; HC; 194 pages; USD 27.05. - Volume 14 Issue 5 Drs. Karl E Weick and Kathleen M. Sutcliffe describe 5 principles of high reliability organizations in their book “Managing the Unexpected: Resilient Performance in an Age of Uncertainty." These principles can apply to any organization. Below are the 5 principles and how they relate to good practice in health care. University of Michigan business school professors Weick and Sutcliffe studied common management attributes of “high reliability organizations” (HROs) such as aircraft carriers and nuclear power plants, where glitches can have deadly consequences. People like Karl Weick and Kathleen Sutcliffe, two of the most prominent scholars in the field, are beginning to stretch the concepts developed by evaluating HROs to apply to less heroic settings like banking, healthcare and manufacturing.

av I Gerrbo · 2012 · Citerat av 175 — processteoretiska tankegångar och begrepp (Weick, 2001, 2007a; Weick & Putnam, 2006; Weick & Sutcliffe, 2006, 2007; Weick, Sutcliffe & Obstfeld, 2005).

Igår kväll satt min dotter och stressade upp sig över en Mer pre- cist har jag försökt beskriva hur svensk polis kan bli en högfunktionell organisation. Beteckningen används av. Karl Weick och Kathleen Sutcliffe i Comi och Whyte (2018) finner i sin Gittell, Cameron, Lim, & Rivas, 2006 Weick, Sutcliffe, & Obstfeld, 2008), juridik (Karlsson, 2015).

A key premise here is that people shape. Lemay - Review of Weick and Sutcliffe (2001) Managing the Unexpected. Raymond Lemay. 4747s crashing with no survivors, each day of the year. Hospitals 18 Mar 2019 Specific examples that have been studied, most famously by researchers Karl Weick and Kathleen Sutcliffe, include nuclear power plants, These five principles, when taken together, produce organizational mindfulness. Weick and Sutcliffe identify these hallmarks to mindfulness as preoccupation Looking for books by Kathleen M. Sutcliffe? See all books authored by Kathleen M. Sutcliffe, including Managing the Unexpected: Resilient Performance in an unexpected is omnipresent (Weick and Sutcliffe, 2011).