LEADER 00926nam a22002411i 4500 001 991003651299707536 005 20030915081714.0 008 031111s1973 sz |||||||||||||||||fre 035 $ab12456172-39ule_inst 035 $aARCHE-048946$9ExL 040 $aDip.to Lingue$bita$cA.t.i. Arché s.c.r.l. Pandora Sicilia s.r.l. 100 1 $aRenfer, Werner$0201511 245 10$aHannebarde ; Blosse ; Le vain travail de voir divers pays /$cWerner Renfer ; postface de P.O. Walzer 260 $aLausanne :$bBibliotheque Romande,$c1973 300 $a141 p. ;$c20 cm 440 0$aBibliotheque romande 700 1 $aWalzer, Pierre Olivier 907 $a.b12456172$b02-04-14$c13-11-03 912 $a991003651299707536 945 $aLE012 F 976$g1$i2012000166172$lle012$o-$pE0.00$q-$rl$s- $t0$u0$v0$w0$x0$y.i12885083$z13-11-03 996 $aHannebarde$9529007 997 $aUNISALENTO 998 $ale012$b13-11-03$cm$da $e-$ffre$gsz $h0$i1 LEADER 05534nam 2200685 450 001 9910808995803321 005 20230912163402.0 010 $a1-5231-3064-4 010 $a1-118-86249-X 010 $a1-119-17583-6 010 $a1-118-86245-7 035 $a(CKB)3710000000470486 035 $a(EBL)2166859 035 $a(SSID)ssj0001543627 035 $a(PQKBManifestationID)16134199 035 $a(PQKBTitleCode)TC0001543627 035 $a(PQKBWorkID)14347322 035 $a(PQKB)10904959 035 $a(PQKBManifestationID)14388666 035 $a(PQKBWorkID)14709557 035 $a(PQKB)20449693 035 $a(DLC) 2015032044 035 $a(Au-PeEL)EBL4180300 035 $a(CaPaEBR)ebr11270067 035 $a(Au-PeEL)EBL2166859 035 $a(CaSebORM)9781118862414 035 $a(MiAaPQ)EBC4180300 035 $a(OCoLC)918940853 035 $a(EXLCZ)993710000000470486 100 $a20161007h20152015 uy 0 101 0 $aeng 135 $aur|z#---||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aManaging the unexpected $esustained performance in a complex world /$fKarl E. Weick, Kathleen M. Sutcliffe 205 $aThird edition. 210 1$aHoboken, New Jersey :$cWiley,$d2015. 210 4$d©2015 215 $a1 online resource (225 pages) 320 $aIncludes bibliographical references at the end of each chapters and index. 327 $aManaging the Unexpected: Sustained Performance in a Complex World; Contents; Preface; Acknowledgments; Chapter 1: Mismanaging the Unexpected; Washington Mutual Mismanages the Unexpected; Overview of Washington Mutual Bank Failure; Problems in Mindful Organizing at WaMu; Preoccupation with Failure; Reluctance to Simplify; Sensitivity to Operations; Commitment to Resilience; Deference to Expertise; What Do We Learn from the WaMu Case?; Conclusion; Overview of Subsequent Chapters; Chapter 2: The Infrastructure of Mindful Organizing; Overview of the Collapse and Recovery; The Unexpected and the ExpectedSensemaking; Organizing and Collective Sensemaking; Adaptive Managing; A Concluding Assessment; Chapter 3: Principle 1: Preoccupation with Failure; Components of Preoccupation with Failure; Anomaly; Cues of Evolving Failure; Normalizing; Institutionalized Wariness; Doubt as a Mind-Set; Connotations of Preoccupation with Failure; The Mind-Set for Preoccupation with Failure; Practicing a Preoccupation with Failure; Articulate Expectations; Create Awareness of Vulnerability; Actively Track down Bad News; Clarify What Constitutes Good News; Consolidate Your Explanations; A Near Miss Is a Failure; Preoccupation as Strategy; Chapter 4: Principle 2: Reluctance to Simplify; Organizing More Variety into Processes; Organizing for Sense-Discrediting; Organizing for Action-Based Inquiry; Mind-Set for Reluctance; Practicing a Reluctance to Simplify; Forget Some Names; Think and Question out Loud; Develop Skeptics; Seek Requisite Variety; Put a Premium on Interpersonal Skills; Revise Assessments as Evidence Changes; Chapter 5: Principle 3: Sensitivity to Operations; Operations as an Anchoring in the Present; Ignorance; Casualness; Distraction; Operations as an Integrated Map; Operations as Heedful Interrelating; Operations as Events under Pressure; Operations as Recurring Events; The Mind-Set for Sensitivity to Operations; Practicing a Sensitivity to Operations; Be Guided by Actionable Questions; Cultivate Situated Humility; Encourage People to Simulate Their Work Mentally; Make Yourself Physically and Socially Available; Reward Contact with the Front Line; Speak Up; Bring Unique Knowledge to the Surface; Chapter 6: Principle 4: Commitment to Resilience; Anticipation and Resilience; Elasticity and Recovery; Resilience in the Air Traffic System: United Airlines 232What Do We Learn about Resilience from UA 232?; Mind-Set for Commitment to Resilience; Practicing a Commitment to Resilience; Adopt a Mind-Set of Cure Rather Than Prevention; Enlarge Competencies and Response Repertoires; Don't Overdo Lean Ideals; Accelerate Feedback; Treat Your Past Experience with Ambivalence; Chapter 7: Principle 5: Deference to Expertise; Background; Properties of Deference to Expertise; Refinements; Expertise Resembles the Role of Reliability Professionals; Mind-Set for Deference to Expertise; Practicing Deference to Expertise 330 $aImprove your company's ability to avoid or manage crises Managing the Unexpected, Third Edition is a thoroughly revised text that offers an updated look at the groundbreaking ideas explored in the first and second editions. Revised to reflect events emblematic of the unique challenges that organizations have faced in recent years, including bank failures, intelligence failures, quality failures, and other organizational misfortunes, often sparked by organizational actions, this critical book focuses on why some organizations are better able to sustain high performance in the face of unanticip 606 $aCrisis management 606 $aLeadership 606 $aIndustrial management 615 0$aCrisis management. 615 0$aLeadership. 615 0$aIndustrial management. 676 $a658.4/056 700 $aWeick$b Karl E.$027746 702 $aSutcliffe$b Kathleen M.$f1950- 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 801 2$bQCQU 906 $aBOOK 912 $a9910808995803321 996 $aManaging the unexpected$94116237 997 $aUNINA LEADER 00754nam0-2200265 --450 001 9910841982703321 005 20241007093401.0 010 $a0815504497 100 $a20240403d1972----kmuy0itay5050 ba 101 0 $aeng 102 $aUS 105 $aa 001yy 200 1 $aCapsule technology and microencapsulation$e1972$fM. 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