som rationaliserar vad människor gör" ( Weick, Sutcliffe, & Obstfeld, 2005, s. 409 ). Konceptet introducerades till organisationsstudier av Karl E. Weick på

Weick, Sutcliffe, and Obstfeld: Organizing and the Process of Sensemaking. 410 Organization Science 16(4), pp. 409-421, ?2005 INFORMS. 26 people.

Thousand Oaks: Sage Publications.4. Sutcliffe, K., and K.Weick. Karl E. Weick, Kathleen M. Sutcliffe, Das Unerwartete managen. Wie Unternehmen aus Extremsituationen lernen, Stuttgart 2003.

Weick and sutcliffe

finns det som väcker nyfikenhet och uppmärksamhet (Weick och Sutcliffe. 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.

8 maart 2016 Rampen, crises en 'high reliability organization'. Het vernieuwde 'Managing the Unexpected' van Weick en Sutcliffe komt voort uit een reeks

Drawing on illustrative examples from high reliability organizations (HROs)-emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units-Karl E. Weick and Kathleen M. Sutcliffe reveal how these organizations developed the ways of acting and styles of learning that give them the confidence to manage the unexpected 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. - Volume 14 Issue 5 Drs. 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. Below are the 5 principles and how they relate to good practice in health care. University of Michigan business school professors Weick and Sutcliffe studied common management attributes of “high reliability organizations” (HROs) such as aircraft carriers and nuclear power plants, where glitches can have deadly consequences.

Men sättet som Weick och Sutcliffe beskriver detta på samt hur det kan bidra i organisationer är inte dumt. Igår kväll satt min dotter och stressade upp sig över en

viss handling, vilket sker genom meningsskapande (Weick 1995).

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).
L o n

Weick, Sutcliffe, & Obstfeld, 2005 Pris: 241 kr. Inbunden, 2015.

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.
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A key turning point was Karl Weick, Kathleen M. Sutcliffe, and David Obstfeld's reconceptualization of the literature on high reliability.

Stay clear of slogans we are told.Weick, K.E. & Sutcliffe, K.M. (2001) Managing the Unexpected: Assuring High Performance in an Age of Complexity 16 8) Restate your goals in the form of mistakes that must not occur.Weick, K.E. & Sutcliffe, K.M. (2001) Managing the Unexpected: Assuring High Performance in an Age of Complexity 18 2) Weick, K.E Sutcliffe Reason A summary and discussion of “ Managing The Unexpected: Assuring High Performance in an Age of Complexity ”, a book by Karl E. Weick and Kathleen M. Sutcliffe (2001 version, ISBN 0787956279, a revised updated version has been published in the meantime). Weick and Sutcliffe offer five sound organizational principles for building a company that delivers what it promises. This is an exceptionally well written and practical book that can ensure your company's future." 2001-07-03 · Weick and Sutcliffe (2001) introduced the concept of high reliability organizations (HROs) as exemplars of the systems and mindsets useful to other organizations in managing the unexpected.

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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!

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. [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.

San Francisco: Jossey-Bass.3. Weick, K. 1995. Sensemaking in Organizations. Thousand Oaks: Sage Publications.4. Sutcliffe, K., and K.Weick.

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.

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