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These lessons point to specific weaknesses in safety Weick and Sutcliffe noted that among the characteristics of organizations that achieve unusually high standards of reliability, is that they are not only more likely to identify weak signals of danger early, but they recognize their importance, and take effective and timely action. One of the defining characteristics of HROs, according to Weick and Sutcliffe, is that they have a preoccupation with failure. Nowhere is this better represented than the reaction of the aircrew when something that happens historically once every 15 years happens, and they are supremely qualified to react. Sensemaking involves turning circumstances into a situation that is comprehended explicitly in words and that serves as a springboard into action. 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.

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(Weick och Sutcliffe 2007). TILLFÖRLITLIG ORGANISATION. NOMIE ERIKSSON HÖGSKOLAN I SKÖVDE. Tillförlitlighet. av J Fasth — (resilience) (Linnenluecke, 2015; Sutcliffe & Vogus, 2003). I relation till Enligt Weick (1995) utvecklas kunskap alltid i ett socialt sammanhang där tankar  av CJ WALLIN · Citerat av 63 — Sutcliffe K, Lewton E, Rosenthal.

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The concept of high reliability was introduced to the U.S. wildland fire community in 1995 as  Pris: 279 kr. e-bok, 2015. Laddas ned direkt.

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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 ).

These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other Weick and Sutcliffe present a set of challenging ideas in a way that is clear and compelling, and then turn these critical insights into practical guidelines that have broad application and relevance.”—Gary Klein, Applied Research Associates and author, Sources of Power In this thoroughly revised and updated third edition of Managing the Unexpected, Karl E. Weick and Kathleen M. Sutcliffe explore their groundbreaking ideas in light of the unique challenges organizations have been faced with in recent years including bank failures, intelligence failures, quality failures, and other organizational breakdowns, which are often self-inflicted. In Managing the Unexpected, Karl E. Weick and Kathleen Sutcliffe argue that high-reliability organizations exhibit “mindfulness.” Basically, mindfulness indicates a combination of high 2018-08-24 · Weick and Sutcliffe cite one example from carrier operations where operations were shutdown when a junior member of the crew reported a missing tool. Instead of punishing this person for losing the tool, the captain rewarded them even though operations were suspended while the missing tool was found. 2021-01-01 · Weick and Sutcliffe (2001) characterized HROs by five hallmarks that facilitate problem detection and organizational management. They theorized that all five Hallmarks would be present in an HRO but suggested no hierarchy or precedence relative to the presence of any one over another.
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This mindfulness is reached by HRO though five processes: 1.

Weick and Sutcliffe present a set of challenging ideas in a way that is clear and like nuclear power plants and aircraft carrier flight decks, Weick and Sutcliffe's  Karl Weick och Kathleen Sutcliffe har i sin bok Managing the Unexpected skrivit om vad som utmärker de organisationer som bäst klarar en kris. viss handling, vilket sker genom meningsskapande (Weick 1995). är att som organisation ha motståndskraft1 (Weick och Sutcliffe 2007), det. Artikel Weick, Karl., Sutcliffe, K. M., & Obstfeld, D. (2005).
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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. 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.