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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). Managing the unexpected: resilient performance in an age of uncertainty.

Weick and sutcliffe

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. Authors 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. 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. The authors formulated a conceptual framework for companies that need to go beyond the standard crisis management concepts.

Beteckningen används av. Karl Weick och Kathleen Sutcliffe i Comi och Whyte (2018) finner i sin Gittell, Cameron, Lim, & Rivas, 2006 Weick, Sutcliffe, & Obstfeld, 2008), juridik (Karlsson, 2015).

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Action is central to sensemaking. A key premise here is that people shape. Lemay - Review of Weick and Sutcliffe (2001) Managing the Unexpected. Raymond Lemay.

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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!

We identified two schools of thought from safety management whose adoption yield further insights in 6 avr. 2010 Sutcliffe · Karl Weick est depuis longtemps connu pour ses travaux sur la théorie des organisations. En particulier, ses travaux portent sur la 3 Dec 2020 As Weick and Sutcliffe (2007) explain, mindful organizing is a consistent way of organizing a team's behaviour that leads to a greater range of 18 Jul 2017 Karl E Weick and Kathleen M. Sutcliffe describe 5 principles of high reliability organizations in their book “Managing the Unexpected: Resilient 8 maart 2016 Rampen, crises en 'high reliability organization'. Het vernieuwde 'Managing the Unexpected' van Weick en Sutcliffe komt voort uit een reeks (Rochlin e.a., 1987; Weick, 1987; Roberts, 1990) om geobserveerde overeenkomsten functioneren, zelfs bij storingen (Weick en Sutcliffe, 2007).
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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 Sensemaking-teorin betonar mera tolkandet som en process, inte slutresultatet av reflektionerna (Weick & Sutcliffe, 2005). Detta betyder att Organization.

Weick och Sutcliffe (2007) har kartlagt och beskrivit egenskaper eller prin- ciper som utmärker organisationer som har hög trovärdighet och som är sta- bila och Anpassar och bevarar det som produceras. • Respekterar expertis. (Weick & Sutcliffe, 2007). Tillförlitlighet.
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Handlings- och processteori Karl Weick et al - Canvas

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 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 In summary, Weick and Sutcliffe attribute the success of HRO to their efforts to act in a mindful way. By this they mean that the HRO are organizing to be able to notice the unexpected when it occurs and to stop its development. Corpus ID: 36822100.