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Managing the Unexpected: Sustained Performance in a Complex World: Difference between revisions
Managing the Unexpected: Sustained Performance in a Complex World (view source)
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Amwelladmin (talk | contribs) (Created page with "{{A|book review|}}''Managing the Unexpected: Sustained Performance in a Complex World'' — Karl E. Weick, Kathleen M. Sutcliffe You know how the JC loves complexity theory and this one applies it to workplace psychology. These are the people who came up with the idea of “high-reliability organisations” which are organisations which deal particularly well with unexpected incidents. ===Don’t ignore minor anomalies=== Look out for anomalies: be present to anomal...") |
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The larger the organisation, the greater the difference between its hierarchical structure and its actual identity. The JC has worked in very small organisations, where the distinctions between ownership, executive and execution is almost nil, and very large ones where it is stark. | The larger the organisation, the greater the difference between its hierarchical structure and its actual identity. The JC has worked in very small organisations, where the distinctions between ownership, executive and execution is almost nil, and very large ones where it is stark. | ||
===Actions become mistaken=== | |||
Our actions don’t start out mistaken, but ''become'' mistaken over time. Actions that are becoming mistaken are ambiguous by nature so it takes a preoccupation with looking for anomalies to spot this kind of thing. | |||
===Asymmetry of expectation=== | |||
People are generally attuned to seeing positive exceptions more quickly than negative ones and are more likely to report good news than bad news up their reporting line. | |||