August 2007
Intermediate to advanced
208 pages
4h 49m
English
book
Managing the Unexpected: Resilient Performance in an Age of Uncertainty, Second Edition
by Karl E. Weick, Kathleen M. Sutcliffe
Content preview from Managing the Unexpected: Resilient Performance in an Age of Uncertainty, Second Edition
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Appendix . Notes
Chapter 1: Managing the Unexpected
| 1. | Pat Lagadec, Preventing Chaos in a Crisis: Strategies for Prevention, Control, and Damage Limitation (London: McGraw-Hill International, 1993), p. 54. |
| 2. | See Karl E. Weick, “The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster,” Administrative Science Quarterly 38 (1993): 628–652. |
| 3. | National Park Service, Cerro Grande Prescribed Fire Investigation Report, May 4–8, 2000 (Washington, D.C.: U.S. Department of the Interior, 2000), p. 11. |
| 4. | The burn boss is the person responsible to the agency administrator for implementing the prescribed fire plan. |
| 5. | Crucial to our analysis of the Cerro Grande incident is the interpretation that it is a system failure, not the failure of an individual. ... |
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