| Tittel: | Managing the unexpected : sustained performance in a complex world |
| Signatur: | 2020/18 |
| Ansvar: | Karl E. Weick, Kathleen M. Sutcliffe |
| Forfatter: | author.: Sutcliffe, Kathleen M.  / Weick, Karl E. |
| Utgitt: | Hoboken, New Jersey : Wiley, 2015.- 3rd ed. |
| Omfang: | 209 s. |
| ISBN/ISSN: | 9781118862414 |
| Emneord: | Beredskap / Krisehåndtering / Kriser / Ledelse / Læring / Organisasjoner / Organisasjonskultur / Organisasjonsteori / Organisasjonsutvikling / Resiliens / Uønskede hendelser |
| Note: | Includes index. |
| Innhold: | Managing the Unexpected: Sustained Performance in a Complex World; Contents; Preface; Acknowledgments; Chapter 1: Mismanaging the Unexpected; Washington Mutual Mismanages the Unexpected; Overview of Washington Mutual Bank Failure; Problems in Mindful Organizing at WaMu; Preoccupation with Failure; Reluctance to Simplify; Sensitivity to Operations; Commitment to Resilience; Deference to Expertise; What Do We Learn from the WaMu Case?; Conclusion; Overview of Subsequent Chapters; Chapter 2: The Infrastructure of Mindful Organizing; Overview of the Collapse and Recovery
The Unexpected and the ExpectedSensemaking; Organizing and Collective Sensemaking; Adaptive Managing; A Concluding Assessment; Chapter 3: Principle 1: Preoccupation with Failure; Components of Preoccupation with Failure; Anomaly; Cues of Evolving Failure; Normalizing; Institutionalized Wariness; Doubt as a Mind-Set; Connotations of Preoccupation with Failure; The Mind-Set for Preoccupation with Failure; Practicing a Preoccupation with Failure; Articulate Expectations; Create Awareness of Vulnerability; Actively Track down Bad News; Clarify What Constitutes Good News
Consolidate Your ExplanationsA Near Miss Is a Failure; Preoccupation as Strategy; Chapter 4: Principle 2: Reluctance to Simplify; Organizing More Variety into Processes; Organizing for Sense-Discrediting; Organizing for Action-Based Inquiry; Mind-Set for Reluctance; Practicing a Reluctance to Simplify; Forget Some Names; Think and Question out Loud; Develop Skeptics; Seek Requisite Variety; Put a Premium on Interpersonal Skills; Revise Assessments as Evidence Changes; Chapter 5: Principle 3: Sensitivity to Operations; Operations as an Anchoring in the Present; Ignorance; Casualness
DistractionOperations as an Integrated Map; Operations as Heedful Interrelating; Operations as Events under Pressure; Operations as Recurring Events; The Mind-Set for Sensitivity to Operations; Practicing a Sensitivity to Operations; Be Guided by Actionable Questions; Cultivate Situated Humility; Encourage People to Simulate Their Work Mentally; Make Yourself Physically and Socially Available; Reward Contact with the Front Line; Speak Up; Bring Unique Knowledge to the Surface; Chapter 6: Principle 4: Commitment to Resilience; Anticipation and Resilience; Elasticity and Recovery
Resilience in the Air Traffic System: United Airlines 232What Do We Learn about Resilience from UA 232?; Mind-Set for Commitment to Resilience; Practicing a Commitment to Resilience; Adopt a Mind-Set of Cure Rather Than Prevention; Enlarge Competencies and Response Repertoires; Don't Overdo Lean Ideals; Accelerate Feedback; Treat Your Past Experience with Ambivalence; Chapter 7: Principle 5: Deference to Expertise; Background; Properties of Deference to Expertise; Refinements; Expertise Resembles the Role of Reliability Professionals; Mind-Set for Deference to Expertise
Practicing Deference to Expertise |
| Eier: | HELSTILS |
| Eksemplar: | 1. (1 tilgjengelige) |
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