Managing the Unexpected: Resilient Performance in an Age of UncertaintySince the first edition of Managing the Unexpected was published in 2001, the unexpected has become a growing part of our everyday lives. The unexpected is often dramatic, as with hurricanes or terrorist attacks. But the unexpected can also come in more subtle forms, such as a small organizational lapse that leads to a major blunder, or an unexamined assumption that costs lives in a crisis. Why are some organizations better able than others to maintain function and structure in the face of unanticipated change? Authors 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 organizations. Thoroughly revised and updated, the second edition of the groundbreaking book Managing the Unexpected uses HROs as a template for any institution that wants to better organize for high reliability. |
Contents
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Managing the Unexpected: Resilient Performance in an Age of Uncertainty Karl E. Weick,Kathleen M. Sutcliffe No preview available - 2007 |
Common terms and phrases
action activities Agree Disagree aircraft carriers anticipate Assessing assumptions attention Bandelier National Monument behavior Bristol Royal Infirmary brutal audit capabilities capacity for mindfulness Cerro Cerro Grande fire Chapter commitment to resilience complex context continuous crew culture change Davis-Besse decision deck deference to expertise detect develop environment errors example expectations firm’s flexibility functioning Gary Klein Gehman Jr Gleason Gordon Bethune happen high reliability organizations HRO principles Ibid informed culture interaction James Reason Karlene H Managing the Unexpected means mindful infrastructure mindful organizing mindfully mindlessness norms organizational outcomes Paul Gleason pected personnel plans preoccupation with failure prescribed fires problems questions reluctance to simplify Ron Westrum routine safety Schulman score Sensemaking sensitivity to operations Shouldering Risks simplification small failures small wins spot staff ride surprises Sutcliffe things tion unex unexpected events values weak signals Weick Wildland Fire wildland firefighting