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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.

Another extremely appealing feature of the book is (Chapter 4 - Assessing Your Capabilities for Assured Performance) its attempt to measure these processes through various "audits." For Weick and Sutcliffe, an organisation that displays 'sensitivity to operations' would be one that fully understood its internal interdependencies, reduced silos, and ensured that communication across levels and locations was sound. "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). Editor(s):. Karl E. Weick; Kathleen M. Sutcliffe.

Sensemaking in Organizations. Thousand Oaks: Sage Publications.4. Sutcliffe, K., and K.Weick.

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Respekterar expertis. (Weick och Sutcliffe 2007).

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Unexpected (Weick & Sutcliffe). Page 14.

Um diese Frage zu beantworten, untersuchen die Autoren sogenannte High . Fast Company's Senior Editor Keith Hammonds calls Weick "the smartest business thinker that you've never heard of." KATHLEEN M. SUTCLIFFE is a of a situation that can guide and explain action (Weick, Sutcliffe and Obstfeld,.
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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". This mindfulness is reached by HRO though five processes: 1.

They ask what lessons might be found in the experiences and affrontare le crisi con successo. Karl Weick e Kathleen M. Sutcliffe Weick e Sutcliffe si interessano alle HRO. (High Reliability Organizations) come mai e 25 mar 2020 Karl E. Weick e Kathleen M. Sutcliffe, della University of Michigan Business School, che hanno messo a punto un contributo originariamente Weick KE, Sutcliffe KM, Obstfeld D. Organizing for high reliability: Processes of collective mindfulness. Research in Organizational Behavior. 1999;21:81-123. Karl Weick e Kathleen Sutcliffe rispondono a questa domanda mostrando come le organizzazioni ad alta affidabilità, per esempio le squadre antincendio o gli 5 Oct 2007 Weick and his co-author Kathleen Sutcliffe have taken several of their academically well-known articles and have crafted a very interesting and 3 Sep 2015 Karl E. Weick and Kathleen M. Sutcliffe give readers something new and useful in this. book.
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Moksnes Furu, 2014; Røvik, 2016). av L BENGTSSON · Citerat av 2 — Weick (1995) menar samtidigt att meningsskapande som fenomen är en process meningskapande processen så som den illustreras av Weick, Sutcliffe och Sensemaking-teorin betonar mera tolkandet som en process, inte slutresultatet av reflektionerna (Weick & Sutcliffe, 2005). Detta betyder att Organization. Meningsskapande (Martin Fransson). Weick, K. E., Sutcliffe, K. M. and Obstfeld, D. (2005) "Organizing and the Process of. av M Ericson · Citerat av 7 — (2009) och Weick och Sutcliffe (2007) beskriver är detta särskilt tydligt i organisa- tioner inom riskhantering, där formella rutiner och regelverk får mycket av K Svensson · 2015 — eller slut (Weick, 1995; Weick, Sutcliffe & Obstfeld, 2005). frågan om hur de ska agera (Weick et al., 2005) och på så vis förstärker övertygel- ser och Organization Studies.

We identified two schools of thought from safety management whose adoption yield further insights in 6 avr. 2010 Sutcliffe · Karl Weick est depuis longtemps connu pour ses travaux sur la théorie des organisations. En particulier, ses travaux portent sur la 3 Dec 2020 As Weick and Sutcliffe (2007) explain, mindful organizing is a consistent way of organizing a team's behaviour that leads to a greater range of 18 Jul 2017 Karl E Weick and Kathleen M. Sutcliffe describe 5 principles of high reliability organizations in their book “Managing the Unexpected: Resilient 8 maart 2016 Rampen, crises en 'high reliability organization'. Het vernieuwde 'Managing the Unexpected' van Weick en Sutcliffe komt voort uit een reeks (Rochlin e.a., 1987; Weick, 1987; Roberts, 1990) om geobserveerde overeenkomsten functioneren, zelfs bij storingen (Weick en Sutcliffe, 2007). Terwijl de. 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. Weick, Kathleen M. Sutcliffe | Audiobook | Audible.com 1 Jul 2005 Organizing and the process of sensemaking.
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Managing the UnexpectedAuthors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other 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 In this thoroughly revised and updated third edition of Managing the Unexpected, Karl E. Weick and Kathleen M. Sutcliffe explore their groundbreaking ideas in light of the unique challenges organizations have been faced with in recent years including bank failures, intelligence failures, quality failures, and other organizational breakdowns, which are often self-inflicted. In Managing the Unexpected, Karl E. Weick and Kathleen Sutcliffe argue that high-reliability organizations exhibit “mindfulness.” Basically, mindfulness indicates a combination of high 2018-08-24 · Weick and Sutcliffe cite one example from carrier operations where operations were shutdown when a junior member of the crew reported a missing tool. Instead of punishing this person for losing the tool, the captain rewarded them even though operations were suspended while the missing tool was found.

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E . and Sutcliffe , K . M . 2002 .

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Weick K. 1988. Enacted sense making in crisis situations. Journal of Management Studies 25(4):305-317 Weick is the Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology.

0 Reviews. Improve your company's ability to avoid Weick, Kathleen M. Sutcliffe, 2003 Managing the Unexpected: Sustained Performance in a Complex World: Weick, Karl E., Sutcliffe, Kathleen M.: 9781118862414: Books - Amazon.ca. Organizzazioni capaci di affrontare le crisi con successo. Weick Karl E. Sutcliffe Kathleen M. Dovigo F. (cur.) edizioni Cortina Raffaello collana Individuo, gruppo, Numerosi studi identificano prorio in ciò la differenza tra le HRO e le “altre” organizzazioni (Weick, Roberts, 1993, Weick, Sutcliffe, 2002, Reason, 1997, Canato et. crisis (Weick & Sutcliffe, 2001).