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Managing the Unexpected
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Produktbeschreibungen
Rezension
“Here is the essential book for managers who want to anticipate and adapt to surprises. Weick and Sutcliffe present a set of challenging ideas in a way that is clear and compelling, and then turn these critical insights into practical guidelines that have broad application and relevance.”—Gary Klein, Applied Research Associates and author, Sources of Power
“Of course there is 'nothing new under the sun'—but Karl Weick and Kathleen Sutcliffe come as close as is humanly imaginable in this latest version of Managing the Unexpected. No issue is more timely (alas), and there may be no approach that is more original and thoughtful and useful and data-rich than what you'll find between the covers of this book.”—Tom Peters, author, In Search of Excellence
“For those managing or studying organizations like nuclear power plants and aircraft carrier flight decks, Weick and Sutcliffe's original edition was a godsend, providing a new language and conceptual structure for understanding why some of these organizations perform so much better than others—and helping those who manage in less extreme environments gain to boost their own performance. This latest edition includes valuable new examples and an expanded treatment of the critical concepts of anticipation and containment—and it is filled with useful advice about how to achieve high performance in any setting.”
—Herman B. “Dutch” Leonard, George F. Baker, Jr., Professor of Public Management, John F. Kennedy School of Government, Harvard University and Eliot I. Snider and Family Professor of Business Administration, Harvard Business School
Rezension
“Here is the essential book for managers who want to anticipate and adapt to surprises. Weick and Sutcliffe present a set of challenging ideas in a way that is clear and compelling, and then turn these critical insights into practical guidelines that have broad application and relevance.”—Gary Klein, Applied Research Associates and author, Sources of Power
“Of course there is ′nothing new under the sun′—but Karl Weick and Kathleen Sutcliffe come as close as is humanly imaginable in this latest version of Managing the Unexpected. No issue is more timely (alas), and there may be no approach that is more original and thoughtful and useful and data–rich than what you′ll find between the covers of this book.”—Tom Peters, author, In Search of Excellence
“For those managing or studying organizations like nuclear power plants and aircraft carrier flight decks, Weick and Sutcliffe′s original edition was a godsend, providing a new language and conceptual structure for understanding why some of these organizations perform so much better than others—and helping those who manage in less extreme environments gain to boost their own performance. This latest edition includes valuable new examples and an expanded treatment of the critical concepts of anticipation and containment—and it is filled with useful advice about how to achieve high performance in any setting.”
—Herman B. “Dutch” Leonard, George F. Baker, Jr., Professor of Public Management, John F. Kennedy School of Government, Harvard University and Eliot I. Snider and Family Professor of Business Administration, Harvard Business School
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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11 Rezensionen
32 von 32 Kunden fanden die folgende Rezension hilfreich
Mindfulness: Foundation for a Learning Organization
12. Dezember 2007
Format:Gebundene Ausgabe
This second edition - an update of the 2001 book that introduced us to the 'mindful' organization - is a timely and well-done re-write that furthers the authors' contention that mindfulness is at the core of a learning organization. By substituting a failed preemptive burn incident, (the 2000 Cerro Grande wildland fire that caused $1 billion of damage to Los Alamos), for the 1st edition's Union Pacific/Southern Pacific merger debacle as the central example of their 5 principles of mindfulness, the reader is able to feel the flames of the unexpected leap beyond the control lines of the HRO (High Reliability Organizations) environment. This wind-fed fire metaphor gives life to the uncontrollable nature of today's business environment and every business's need for a mindful response to the unexpected. Managing only for the expected will not provide containment when the winds of change blow into your marketplace. From the authors' perspective, the appropriate response is the creation of an infrastructure to provide the 5 principles of mindfulness.
1. Preoccupation with failure - treating any failure (often small ones) as a symptom that something is wrong with the system, a mindful organization is continually updating its understanding.
2. Reluctance to simplify interpretations - ensuring a more complete and nuanced picture, simplifying less and seeing more.
3. Sensitivity to operations - paying attention to relationships at the front line, where the work gets done.
4. Commitment to resilience - maintaining a deep knowledge of the technology, the system, one's coworkers, and one's self as avenues for improvising and keeping the system functioning.
5. Deference to expertise - cultivating diversity to do more with complexities, mindful organizations push decisions down to the people with the most expertise, not the most rank or even seniority. This deference moves issues around/across the system, migrating problems to someone with the knowledge and capabilities to address them.
I found the book interesting and instructive the first time around, and I was even more impressed with this 2nd edition. Professor's Weick and Sutcliffe make good use of examples to demonstrate their conclusions and to bring the principles to life. The book is thought provoking and instructive; providing yet another perspective on how to manage performance in the face of today's rapidly flattening landscape.
Dennis DeWilde, author of
"The Performance Connection"
1. Preoccupation with failure - treating any failure (often small ones) as a symptom that something is wrong with the system, a mindful organization is continually updating its understanding.
2. Reluctance to simplify interpretations - ensuring a more complete and nuanced picture, simplifying less and seeing more.
3. Sensitivity to operations - paying attention to relationships at the front line, where the work gets done.
4. Commitment to resilience - maintaining a deep knowledge of the technology, the system, one's coworkers, and one's self as avenues for improvising and keeping the system functioning.
5. Deference to expertise - cultivating diversity to do more with complexities, mindful organizations push decisions down to the people with the most expertise, not the most rank or even seniority. This deference moves issues around/across the system, migrating problems to someone with the knowledge and capabilities to address them.
I found the book interesting and instructive the first time around, and I was even more impressed with this 2nd edition. Professor's Weick and Sutcliffe make good use of examples to demonstrate their conclusions and to bring the principles to life. The book is thought provoking and instructive; providing yet another perspective on how to manage performance in the face of today's rapidly flattening landscape.
Dennis DeWilde, author of
"The Performance Connection"
8 von 8 Kunden fanden die folgende Rezension hilfreich
Interesting study of highly resilient companies
4. September 2009
Format:Gebundene Ausgabe
Karl E. Weick and Kathleen M. Sutcliffe give readers something new and useful in this book. Countless manuals explain how to plan for crises and make it sound like everything will go smoothly if you just plan correctly. Weick and Sutcliffe know better. Planning, they say, may even stand in the way of smooth processes or be the cause of failure. They base this discussion on their studies of "high reliability organizations" (HROs), like fire fighting units and aircraft carrier crews, organizations where the unexpected is common, small events make a difference, failure is a strong possibility and lives are on the line. From those examples, they deduce principles for planning, preparation and action that will apply to any company facing change. The book is not perfect - the authors overuse quotations and rely on buzzwords that don't add much - but it addresses often-neglected aspects of management. getAbstract recommends it to anyone who is trying to make an organization more reliable and resilient amid change.
4 von 4 Kunden fanden die folgende Rezension hilfreich
Much improved over 1st edition
13. Juli 2009
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
I read the 1st edition. I felt after reading it that the authors had the right idea and the first half of the book was very good. The second half, where they describe the audit left me cold.
I'm interested in questions about new product development. Resilience is an important asset in product development work. Everything in the environment around you changes while you work, plus the designers are constantly learning and discovering things as well. As a project manager, you discover your plan is not working the way you expected. How do you deal with this pace of change?
The 2nd edition of the book reaches further past the safety conscious concerns of the first so it is easier for readers to see how the work applies to resilience and product assurance questions in other work.
I was pleased to see the changes and would strongly recommend the 2nd edition over the 1st.
I'm interested in questions about new product development. Resilience is an important asset in product development work. Everything in the environment around you changes while you work, plus the designers are constantly learning and discovering things as well. As a project manager, you discover your plan is not working the way you expected. How do you deal with this pace of change?
The 2nd edition of the book reaches further past the safety conscious concerns of the first so it is easier for readers to see how the work applies to resilience and product assurance questions in other work.
I was pleased to see the changes and would strongly recommend the 2nd edition over the 1st.
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