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Managing the unexpected : sustained performance in a complex world /
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 orga...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
[2015]
|
| Edición: | Third edition. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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.