Pris: 241 kr. Inbunden, 2015. Skickas inom 7-10 vardagar. Köp Managing the Unexpected av Karl E Weick, Kathleen M Sutcliffe på Bokus.com.

3 ott 2013 change management, di gestione dello stress e non ultimo di trasformazione dei conflitti (Kendra, Wachtendorf 2003; Weick, Sutcliffe, 2010).

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 6 Mar 2005 According to Weick and Sutcliffe, high-reliability organizations operate under challenging conditions yet experience fewer problems than would Sutcliffe, & Obstfeld) and then in 2001 in the first edition of Managing the. Unexpected (Weick & Sutcliffe).

Weick and sutcliffe

• Respekterar expertis. (Weick & Sutcliffe, 2007). Tillförlitlighet. Effektivitet.

6 Mar 2005 According to Weick and Sutcliffe, high-reliability organizations operate under challenging conditions yet experience fewer problems than would

• Respekterar expertis. (Weick & Sutcliffe, 2007). Tillförlitlighet. Effektivitet.

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

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 ). Konceptet introducerades till organisationsstudier av Karl E. Weick på Weick, K., & Sutcliffe, K. (2011). Managing the unexpected: resilient performance in an age of uncertainty. San Francisco: Jossey-Bass.

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?
Bokföra verktyg visma

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.

Köp Managing the Unexpected av Karl E Weick, Kathleen M Sutcliffe på Bokus.com. Köp böcker av Karl E Weick: Making Sense of the Organization; Making Sense of the Karl E Weick ⋅ Kathleen M Sutcliffe Inbunden ⋅ Engelska ⋅ 2015. 241.
If metall kurser 2021

högbergsskolan i ludvika
gräns för kredit korsord
mrcc online community
bup eslöv adress
carlos rederiet
niklas adalberth net worth

av M Liljenberg · 2013 · Citerat av 16 — fokus mot lärares och rektorers meningsskapande (Weick, 1995, 2001) av det är ett vanligt öde för utvecklingsinitiativ (Weick, Sutcliffe & obsfeld, 2005).

Organization Science 16(4): 409–421. Google Scholar | Crossref | ISI Comi och Whyte (2018) finner i sin Gittell, Cameron, Lim, & Rivas, 2006 Weick, Sutcliffe, & Obstfeld, 2008), juridik (Karlsson, 2015). av U Blossing · Citerat av 3 — Weick, Sutcliffe, & Obstfeld, 2005), liksom hur översättning av praktikidéer sker från en praktik till en annan (Lund &. Moksnes Furu, 2014; Røvik, 2016).

Innom eller inom
inkopare yrkesutbildning

(Rochlin e.a., 1987; Weick, 1987; Roberts, 1990) om geobserveerde overeenkomsten functioneren, zelfs bij storingen (Weick en Sutcliffe, 2007). Terwijl de.

Weick and Sutcliffe (2007) also suggest that the way near misses are treated in an organisation provides insight into the organisation’s sensitivity to operations. For example, if ‘near misses’ or ‘close calls’ are viewed as evidence of safe operations then there is a lack of sensitivity to operations that has an opportunity cost in terms of how the organisation perceives risk. 2017-09-07 · Weick and Sutcliffe use the phrase “mindful organizing,” which entails “sense-making, continuous organizing, and adaptive managing” to summarize the approach taken by HROs. [1] They identify 5 principles that make up the body of mindful organizing found in successful HROs, and in organizations that aspire to that continuously high reliability. Weick & Sutcliffe (2011) [76] argue that resilient organizations encourage mutual learning and experience sharing among organizational members, which in turn enhances organizational resilience to 3 Weick, K.E., Sutcliffe, K.M., and Obstfeld, D. (1999) 'Organizing for high reliability: processes of collective mindfulness.'In B. Staw and R. Sutton (eds) Research in Organizational Behaviour, 21: 23-81. 4 Ibid. Collective mindfulness allows an organisation to cope with unpleasant surprises in an optimal manner.

I boken Managing the Unexpected går Karl E. Weick och Kathleen M. Sutcliffe olika sätt att hantera det oväntade. De frågar sig vad en

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). av U Ericsson · 2015 · Citerat av 27 — Weick, KE, Sutcliffe, KM, Obstfeld, D (2005) Organizing and the process of sensemaking. Organization Science 16(4): 409–421. Google Scholar | Crossref | ISI Comi och Whyte (2018) finner i sin Gittell, Cameron, Lim, & Rivas, 2006 Weick, Sutcliffe, & Obstfeld, 2008), juridik (Karlsson, 2015).

This mindfulness is reached by HRO though five processes: 1. Preoccupation with failure, 2. Reluctance to simplify, 3. Sensitivity to operations, 4. Commitment to resilience, and 5. Deference to expertise. Last, monitoring a wide range of potentially relevant cues may lead to disrupted attentional stability and vividness and make it difficult for people to triangulate their attention on key issues (Rerup, 2009; Weick and Sutcliffe, 2006).