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.
關於作者：
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.
Kathleen M. Sutcliffe is associate dean and the Gilbert and
Ruth Whitaker Professor of Business Administration at the Ross
School of Business at the University of Michigan.
目錄：
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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