Reference Weick and Sutcliffe 1 Recently, the term “high reliability organizing” has been used in addition to “high reliability organizations” to emphasize the dynamic nature of reliably averting failure. Weick asserts that reliability is both a moving target and a dynamic non-event.

viss handling, vilket sker genom meningsskapande (Weick 1995). är att som organisation ha motståndskraft1 (Weick och Sutcliffe 2007), det.

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, ).

De frågar sig vad en 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). Andra läsvärda böcker på samma tema är t ex The Art of Action (Bungay) och Managing the Unexpected (Weick & Sutcliffe). En annan bok på av S Brorström · Citerat av 18 — kvenser (Weick 1995) vilket ligger nära Weicks syn på skapande av mening. finns det som väcker nyfikenhet och uppmärksamhet (Weick och Sutcliffe.

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

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). MO focuses on the incubation of unwanted events and crises, long before they occur.

weick, sutcliffe and obstfeld organizing for high reliability 33 operations precisely because of this combination of lack of control and inability to comprehend what was happening. These systems include aircraft, chemical plants, and nuclear power plants. He argued that a change in either dimension – from

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). Overall, we need to understand more about how and when cues are noticed during extreme unexpected events.

(Weick och Sutcliffe 2007). TILLFÖRLITLIG ORGANISATION. NOMIE ERIKSSON HÖGSKOLAN I SKÖVDE.
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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).

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,. 2005). Action is central to sensemaking.
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understanding of how the players' activities contribute to improve reliability for customers (Weick Sutcliffe, ). The first step in Mindfulness, frequent meditation,

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).

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Lemay - Review of Weick and Sutcliffe (2001) Managing the Unexpected. Raymond Lemay. 4747s crashing with no survivors, each day of the year. Hospitals

weick, sutcliffe and obstfeld organizing for high reliability 33 operations precisely because of this combination of lack of control and inability to comprehend what was happening. These systems include aircraft, chemical plants, and nuclear power plants. He argued that a change in either dimension – from 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. Buy Managing the Unexpected: Resilient Performance in an Age of Uncertainty 2 by Weick, Karl E., Sutcliffe, Kathleen M. (ISBN: 0884529359180) from Amazon's Book Store. 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.