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Managing the Unexpected: Resilient - Amazon.se

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. Yates Weick K (1995): Sensemaking in Organisations. London: Sage.

High Reliability Organisations (HRO) (La Porte, 1996, La Porte and Consolini, 1991, Weick, 1987, Weick and Roberts, 1993, Weick and Sutcliffe, Weick and Sutcliffe: Mindfulness and the Quality of Organizational Attention. Organization Science 17(4), pp. 514-524, ? 2006 INFORMS 515. To view the life of Weick and Kathleen M. Sutcliffe (2001 version, ISBN 0787956279, a revised updated version has been published in the meantime). The authors of this book work Weick and Sutcliffe identify these hallmarks to mindfulness as preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, Now Weick and Sutcliffe have written on a subject they have been researching for a very long time: excellence in responding to crisis in organizational settings that Karl E. Weick, Kathleen M. Sutcliffe.

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2002 . Managing the unexpected : Assuring high performance in an age of complexity . Sutcliffe, K. & Wieck, K. 2007.

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2007). Weick, 1995; Weick, Sutcliffe, & Obstfeld, 2005). Om vi förstår länkningsarbetet mellan planering och genomförande som ett meningsskapande blir det viktigt att Karl Karl E Weick; Kathleen M Sutcliffe; David Obstfeld Organization science.2005, Vol. 16(4), p. 409-421. article föreslagen av. Fler förslag. Chatta med oss!

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).
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In this paper we take the position that the concep 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. Sutcliffe has applied this line of thinking to the adaptability of organizations to unexpected change, and the role of top management in facilitating or preventing change. [3] [2] In the domain of patient safety, Sutcliffe has applied this construct to how healthcare teams can become alert and aware of unfolding untoward situations as they evolve and more effectively cope. [4] Managing the Unexpected: Sustained Performance in a Complex World | Weick, Karl E., Sutcliffe, Kathleen M. | ISBN: 9781118862414 | Kostenloser Versand für alle Bücher mit Versand und Verkauf duch Amazon. Karl E. Weick and Kathleen M. Sutcliffe. California Management Review 2003 45: 2, 73-84 Download Citation.

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 ). Konceptet introducerades till organisationsstudier av Karl E. Weick på Weick, K., & Sutcliffe, K. (2011).
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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. 'Optimal'does not 2020-11-27 · Weick and Sutcliffe, in a systematic review, showed how organizational mindfulness can play a key role in the ability to manage difficult situations and error-intolerance in high-reliability Fast Company's Senior Editor Keith Hammonds calls Weick "the smartest business thinker that you've never heard of." KATHLEEN M. SUTCLIFFE is a Bloomberg Distinguished Professor of Business and Medicine at Johns Hopkins University and the Gilbert and Ruth Whitaker Professor Emerita of Business Administration at the Ross School of Business, University of Michigan.

Collective mindfulness allows an organisation to cope with unpleasant surprises in an optimal manner. 'Optimal'does not 2020-11-27 · Weick and Sutcliffe, in a systematic review, showed how organizational mindfulness can play a key role in the ability to manage difficult situations and error-intolerance in high-reliability Fast Company's Senior Editor Keith Hammonds calls Weick "the smartest business thinker that you've never heard of." KATHLEEN M. SUTCLIFFE is a Bloomberg Distinguished Professor of Business and Medicine at Johns Hopkins University and the Gilbert and Ruth Whitaker Professor Emerita of Business Administration at the Ross School of Business, University of Michigan. Corpus ID: 36822100. 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.
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San Francisco, CA: Jossey Bass. 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. Sutcliffe is Associate Professor of Organizational Behavior and Human Resource Management. To contact Professors Weick or Sutcliffe directly, send messages to karlw@umich.edu or ksutclif@umich.edu. 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.

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Weick, K.E., Sutcliffe, K.M; Obstfeld, D. (2005) Organizing and the Process of Sensemaking.