ISBN:
9781107027039
Language:
English
Pages:
Online-Ressource (272 p)
Edition:
Online-Ausg. 2013 Electronic reproduction; Available via World Wide Web
Parallel Title:
Druckausg. Catino, Maurizio Organizational myopia
DDC:
302.3/5
Keywords:
Unternehmensorganisation
;
Verhalten in Organisationen
;
Risiko
;
Strategisches Management
;
Fallstudien
;
Organisationsverhalten
;
Strategische Planung
;
Electronic books
;
Unternehmen
;
Organisation
;
Organisationsverhalten
;
Risiko
;
Strategisches Management
Abstract:
The book examines the mechanisms that generate myopia in organizations and explores how organizations can foresee and contain unexpected events
Description / Table of Contents:
Cover; Half Title; Title; Copyright; Contents; Figures; Tables; Abbreviations and acronyms; Acknowledgments; Introduction; The theme; The book; 1 Cases of myopia; 1.1 Myopia of a society: the trees of Easter Island; 1.2 Myopia of a nation: the 9/11 terrorist attacks; Could the US defense system have managed the hijacking in a different way?; Air defense system procedure; Could the al Qaeda suicide mission have been foreseen?; Individual and cognitive factors: the failure of imagination; Organizational and interorganizational factors: the failure to connect the dots
Description / Table of Contents:
1.3 Myopia of an organization: NASA and the space shuttle accidentsNormalization of deviance; The culture of production; Structural secrecy; 1.4 Other cases of myopia; The tragedy of the commons; When numbers do not mean strength; 1.5 Positive myopia and the principle of the hiding hand; 2 Uncertainty and predictability in organizations; 2.1 Risk and uncertainty in complex non-ergodic systems; Risk and uncertainty; Uncertainty and ambiguity; 2.2 Organizations and the future; 2.3 Predictable surprises versus bolts from the blue; Predictable surprises; The hindsight bias problem
Description / Table of Contents:
Bolts from the blue2.4 Financial crises: black, white, or gray swan?; 3 The mechanisms of organizational myopia; 3.1 The various levels of myopia; Level I: Individual; The problem of rationality; Distorted interpretations; The importance of framing; The perception of risk and danger; Level II: Organizational; Failures in analysis; Failures in coordination and integration; Failures in control; Failures in deciding; Organizing and the failure of the imagination; Level III: The interorganizational field; The problem of special interest groups and veto players
Description / Table of Contents:
The problem of specialization and coordinationThrough the levels; 3.2 Myopia of the gatekeepers; The auditing companies and the failure of control; The various levels of failure: micro-meso-macro; Individual level - micro; Organizational level - meso; Interorganizational level - macro; Auditing companies and the financial crisis; Conclusion; 4 Anticipating risk; 4.1 Learning from failures, errors, and problems; 4.2 Myopia of learning and rare events; Learning from rare events; 4.3 Incubation period and latent factors; The Latent Factors Theory; Latent factors
Description / Table of Contents:
4.4 Beyond human error: individual blame logic versus organizational function logicThe Individual Blame Logic (blame culture) and its side effects; Organizational function logic; 5 Implications for organizational design; 5.1 High Reliability Organizations; Examples of HROs; The requirements of HROs; How to improve reliability; 1. Preoccupation with failure rather than success; 2. Reluctance to simplify interpretations; 3. Sensitivity to operations; 4. Commitment to resilience; 5. Deference to expertise; High reliability management to avoid organizational myopia; 5.2 Detecting weak signs
Description / Table of Contents:
Cultivating imagination
Note:
Description based upon print version of record
,
Electronic reproduction; Available via World Wide Web
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