Managing the Unexpected: Assuring High Performance in an Age of Complexity
by Karl E. Weick and Kathleen M. Sutcliffe
University of Michigan business school professors Weick and Sutcliffe studied common management attributes of “high reliability organizations” (HROs) such as aircraft carriers and nuclear power plants, where glitches can have deadly consequences. “The key difference between HROs and other organizations in managing the unexpected often occurs in the earliest stages, when the unexpected may give off only weak signals of trouble… Managing the unexpected is about alertness, sensemaking, updating, and staying in motion.” Continue reading “Managing the Unexpected”
The Key Point 