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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 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 unanticipated change. High reliability organizations (HROs), including commercial aviation, emergency rooms, aircraft carrier flight operations, and firefighting units, are looked to as models of exceptional organizational preparedness. This essential text explains the development of unexpected events and guides you in improving your organization for more reliable performance.
"Expect the unexpected" is a popular mantra for a reason: it's rooted in experience. Since the dawn of civilization, organizations have been rocked by natural disasters, civil unrest, international conflict, and other unexpected crises that impact their ability to function. Understanding how to maintain function when catastrophe strikes is key to keeping your organization afloat.
- Explore the many different kinds of unexpected events that your organization may face
- Consider updated case studies and research
- Discuss how highly reliable organizations are able to maintain control during unexpected events
- Discover tactics that may bolster your organization's ability to face the unexpected with confidence
Managing the Unexpected, Third Edition offers updated, valuable content to professionals who want to strengthen the preparedness of their organizations—and confidently face unexpected challenges.
- Sales Rank: #48010 in Books
- Brand: Weick Karl E
- Published on: 2015-09-15
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 1.00" w x 6.20" l, .0 pounds
- Binding: Hardcover
- 224 pages
- Managing the Unexpected Sustained Performance in a Complex World
From the Inside Flap
All organizations are challenged by the unexpected–natural disasters, civil unrest, international conflict, extreme economic fluctuations, and other unforeseen crises that affect their ability to function. Why are some organizations better able to endure and adapt when faced with unanticipated obstacles? Understanding how to maintain function when catastrophe strikes is key to keeping any organization viable.
In this thoroughly revised and updated third edition of Managing the Unexpected, Karl E. Weick and Kathleen M. Sutcliffe explore their groundbreaking ideas in light of the unique challenges organizations have been faced with in recent years including bank failures, intelligence failures, quality failures, and other organizational breakdowns, which are often self-inflicted. This vital resource clearly demonstrates why some organizations have the capacity to sustain high performance in the face of unforeseen change. High reliability organizations (HROs) such as commercial aviation, emergency rooms, aircraft carrier flight operations, and firefighting units are looked to as models of exceptional organizational preparedness. Managing the Unexpected explains how these HROs developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations.
This updated edition explores the essential elements of high reliability organizing in a variety of settings including banking, museum curating, latent fingerprint identification, aircraft piloting, and automobile manufacturing, and puts the emphasis on the foundational qualities and principles that define HROs. Expanding on the first two editions of their classic work, Weick and Sutcliffe offer an in-depth discussion of the complexity of five basic principles–failure, simplification, operations, resilience, and expertise. As they explain, considerable commitment and competence are necessary, both to deploy these essential principles in the face of the unexpected and to organize around them in order to sustain performance. The revised third edition also contains a broader range of cases that demonstrate how mindful organizing can be directed to enhance sustained reliable performance.
The third edition of Managing the Unexpected is a guide for exploring the various kinds of unexpected events that can unsettle any organization and includes a template that can bolster an organization's ability to anticipate and remain resilient when managing unexpected disruptions.
From the Back Cover
THE CLASSIC GUIDE FOR IMPROVING YOUR COMPANY'S ABILITY TO AVOID OR MANAGE CRISES
Floods, hurricanes, terrorist attacks, bank failures, recessions, and environmental disasters. Organizations are challenged with the unexpected on a routine basis. But why do some organizations manage to function in the face of unanticipated change while others fail?
Since it was first published in 2001, Managing the Unexpected has become the definitive resource that offers a guide for any organization that wants to maintain function and structure when confronted with the unexpected. Thoroughly revised, the third edition of the groundbreaking Managing the Unexpected contains new examples and updated information that reflect the catastrophic events that have challenged organizations in recent years, such as the financial crisis and bank failures and major environmental disasters.
Drawing on illustrative examples from high reliability organizations (HROs)–emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units–Karl E. Weick and Kathleen M. Sutcliffe reveal how these organizations developed the ways of acting and styles of learning that give them the confidence to manage the unexpected better than other organizations. This revised edition also offers an in-depth look at the five principles that lay the foundation for highly reliable organizations.
Filled with useful advice and compelling examples, the third edition of Managing the Unexpected offers any institution a guide for becoming an organization that is highly reliable and able to withstand unanticipated disruptions.
About the Author
KARL E. WEICK is the Rensis Likert Distinguished University Professor Emeritus of Organizational Behavior and Psychology at the University of Michigan. Weick received the Irwin Award and Best Article of the Year award from the Academy of Management. 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, University of Michigan. She was named Researcher of the year and has served on a National Academy of Science panel to assess the resilience of the Department of Homeland Security.
Most helpful customer reviews
5 of 5 people found the following review helpful.
Expect to be perplexed
By Paul Hirsch
I have been researching ways to map how High Reliability Organizations manage extreme complexity and constant change and push decisions and responsibilities into every member of the team. Managing the Unexpected is an oft cited book in the field, and the sample chapter was fairly interesting. Unfortunately, the majority of the book is a disappointing mess that manages to take a decent framework of what factors are at play in a High Reliability Organization and then smear them into what feels more like an undergraduate report than a cohesive book.
Much of the book revolves around trying to define things by way of italicizing words to stress the important distinctions between what constitutes healthy HRO thought and what does not. There are paragraph length references to previous chapters over and over again, as if to repetition is evidence and aids comprehension at the same time. In some ways it reads like a bad motivational speech where a man with a headset conveys meaning by way of yelling.
I kept waiting for insights beyond the framework definition that the book opens with, but few were to be found. The WaMu analysis offered in the book sample is misleading. You will find few flushed out HRO or anit-HRO samples in the book. That of The Toyota Way, and much like the WaMu story, it represents more cautionary tale than positive example. An example from the rebuilding of the B&O Railroad Museum Roadhouse is interesting and positive example but the organizational mindfulness cited does not have a clear source. Other stories feel like the authors are simply trying to fit the previously defined HRO qualities to narratives that offer unclear support of those qualities.
2 stars given - The factors comprising a HRO and some of the lists are useful.
0 of 0 people found the following review helpful.
Packed with info, easy to understand
By Steve Vigus
Purchased for research into performance improvement and error reduction. This is an information-packed reference for anybody doing research in this field. My copy is now loaded with highlighter.
0 of 0 people found the following review helpful.
An oversimplification, but still a must read.
By Tuxaua Linhares
Very interesting arguments, but seem to fall under the post hoc ergo propter hoc falacy. There are many valid points but the whole ideia is, in my humble opinion, an oversimplification of a very complex situation. Even so, this book is a "must read" for anyone in the safety or risk assessment area of knowledge.
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