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Managing the unexpected : sustained performance in a complex world

Author: Karl E Weick; Kathleen M Sutcliffe
Publisher: Hoboken, New Jersey : John Wiley & Sons, Inc., [2015]
Edition/Format:   eBook : Document : English : Third editionView all editions and formats
Summary:
Improve your company's ability to avoid or manage crises Managing the Unexpected, Third Edition is a thoroughly revised text that offers an updated look at the groundbreaking ideas explored in the first and second editions. Revised to reflect events emblematic of the unique challenges that organizations have faced in recent years, including bank failures, intelligence failures, quality failures, and other  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Weick, Karl E.
Managing the unexpected.
Hoboken, New Jersey : John Wiley & Sons, Inc., [2015]
(DLC) 2015030469
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Karl E Weick; Kathleen M Sutcliffe
ISBN: 9781118862452 1118862457 9781118862490 111886249X 1118862414 9781118862414
OCLC Number: 918940853
Description: 1 online resource
Contents: 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 Expected --
Sensemaking --
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 Explanations --
A 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 --
Distraction. Operations 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 232 --
What 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 --
Ask for Help --
Create Flexible Decision Structures --
Encourage Imagination as a Tool for Managing the Unexpected --
Beware of the Fallacy of Centrality --
Refine Your Grasp of Expertise --
Listen with Humility --
Chapter 8: Organizational Culture and Reliability --
What Is Organizational Culture? --
How Culture Develops --
The Case of Toyota --
The Toyota Way --
The Unfolding Crisis: 2009-2011 --
The Drift of Toyota's Mindful Culture --
Preoccupation with Success Rather Than Failure --
Simplifying Assumptions and Interpretations --
Insensitivity to Operations --
Lack of Resilience. Deference to Authority Rather Than Expertise --
Reorganizing at Toyota --
Chapter Summary --
Chapter 9: Sustaining Sustained Performance --
Sustained Awareness --
Sustained Surfacing --
Sustained Organizing --
Sustained Updating --
Sustained Agency --
Sustained Variety --
Sustained Change --
Conclusion --
Notes --
About the Authors --
Index --
End User License Agreement.
Responsibility: Karl E. Weick, Kathleen M. Sutcliffe.

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Improve your company's ability to avoid or manage crises Managing the Unexpected, Third Edition is a thoroughly revised text that offers an updated look at the groundbreaking ideas explored in the  Read more...

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