Record Display for the EPA National Library Catalog


Main Title Managing the unexpected : resilient performance in an age of uncertainty /
Author Weick, Karl E.
Other Authors
Author Title of a Work
Sutcliffe, Kathleen M.,
Publisher Jossey-Bass,
Year Published 2007
OCLC Number 144570947
ISBN 9780787996499; 0787996491
Subjects Crisis management ; Leadership ; Industrial management ; Organization and Administration ; Psychology, Industrial ; Crisisbeheersing ; Komplexität ; Grenzsituation ; Krisenmanagement ; Komplexität--(DE-588)4135369-9 ; Management--(DE-588)4037278-9 ; Grenzsituation--(DE-588)4113788-7 ; Krisenmanagement--(DE-588)4127374-6 ; Organizational Innovation ; Emergency Medical Services--organization & administration ; Commerce--organization & administration ; Industry--organization & administration
Internet Access
Description Access URL
Contributor biographical information
Publisher description
Table of contents
Library Call Number Additional Info Location Last
ELBM  HD49.W45 2007 AWBERC Library/Cincinnati,OH 05/09/2011
Edition 2nd ed.
Collation xii, 194 pages : illustrations, map ; 24 cm
Includes bibliographical references (pages 161-185) and index.
Contents Notes
Managing the unexpected: what business can learn from high-reliability organizations -- Expectations and mindfulness -- The three principles of anticipation -- Principles of containment -- Assessing your capabilities for resilient performance -- Organizational culture: institutionalizing mindfulness -- How to manage mindfully. Since the first edition of Managing the Unexpected was published in 2001, the unexpected has become a growing part of our everyday lives. The unexpected is often dramatic, as with hurricanes or terrorist attacks. But the unexpected can also come in more subtle forms, such as a small organizational lapse that leads to a major blunder, or an unexamined assumption that costs lives in a crisis. Why are some organizations better able than others to maintain function and structure in the face of unanticipated change? Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Thoroughly revised and updated, the second edition of the groundbreaking book Managing the Unexpected uses HROs as a template for any institution that wants to better organize for high reliability.