Managing the unexpected : sustained performance in a complex world / Karl E. Weick, Kathleen M. Sutcliffe.

Format:

Book

Author/Creator:

Weick, Karl E., author.

Sutcliffe, Kathleen M., 1950- author.

Language:

English

Subjects (All):

Crisis management.

Leadership.

Industrial management.

Medical Subjects:

Leadership.

Physical Description:

1 online resource (xi, 209 pages) : color illustrations

Edition:

Third edition.

Other Title:

Sustained performance in a complex world

Place of Publication:

Hoboken, New Jersey : Wiley, [2015]

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 organizational misfortunes, often sparked by organizational actions, this critical book focuses on why some organizations are better able to sustain high performance in the face of unanticip

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

Notes

About the Authors

Index

End User License Agreement.

Notes:

Includes bibliographical references at the end of each chapters and index.

Description based on print version record and CIP data provided by publisher.

ISBN:

9781523130641

1523130644

9781118862490

111886249X

9781119175834

1119175836

9781118862452

1118862457

OCLC:

918940853