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While the early research focused on high risk industries, other expressed interest in HROs and sought to emulate their success. A key turning point was Karl Weick, Kathleen M. Sutcliffe, and David Obstfeld's [14] reconceptualization of the literature on high reliability. These researchers systematically reviewed the case study literature on ...
Sensemaking or sense-making is the process by which people give meaning to their collective experiences. It has been defined as "the ongoing retrospective development of plausible images that rationalize what people are doing" (Weick, Sutcliffe, & Obstfeld, 2005, p. 409).
Karl Edward Weick (born October 31, 1936) is an American organizational theorist who introduced the concepts of "loose coupling", "mindfulness", and "sensemaking" into organizational studies. He is the Rensis Likert Distinguished University Professor at the Ross School of Business at the University of Michigan .
Applying this to Weick's organizational information theory, organizations must work to reduce ambiguity and complexity in the workplace to maximize cohesiveness and efficiency. Weick uses the term, coupling, to describe how organizations, like a system, can be composed of interrelated and dependent parts.
Kathleen Sutcliffe is a Bloomberg Distinguished Professor [1] ... nº 5; 537–549. 2006, with Karl E. Weick, Mindfulness and the Quality of Organizational Attention ...
Theorists such as Karl E. Weick [5] were among the first to posit that organizations were not static but inherently comprised by a dynamic process of communicating. The notion of a communicative constitution of organization comprises three schools of thought: [ 3 ] (1) The Montreal School, (2) the McPhee's Four Flows based on Gidden's ...
It is defined by the group or individual accepting the specific patterns of behavior, knowledge, or beliefs Individuals can shape culture and make changes over time, as long as they are clear about specific attitudes and behaviors that are desired [12] As Weick and Sutcliffe (2007) discussed, culture can be changed through symbols, values, and ...
The guiding principles consist of integrity, a questioning attitude, level of knowledge, team backup, and formality. These principles define the expected behaviors of employees and explain how they contribute to achieving the goals and objectives of the organization. The core components of the Juran Model for operational excellence are as follows: