应对突发事件 Managing the Unexpected: Resilient Performance in an Age of Uncertainty chm umd 阿里云 下载 夸克云 pdf azw3 kindle

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.

Preface

1 Managing the Unexpected: What Business Can Learn from High-Reliability Organizations

2 Expectations and Mindfulness

3 The Three Principles of Anticipation

4 Principles of Containment

5 Assessing Your Capabilities for Resilient Performance

6 Organizational Culture: Institutionalizing Mindfulness

7 How to Manage Mindfully

Notes

The Authors

Index

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作者简介：Karl E. Weick is the Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology at the Ross School of Business at the University of Michigan. His book The Social Psychology of Organizing was designated by Jim Collins in Inc. magazine as one of the nine best business books ever written.

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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.