In this episode we discuss what high reliability organizations are and look at their traits and the processes they use in their efforts to produce effective and predictable results.
Length: 29 minutes
This episode defines high reliability organizations and looks at the common threads that have emerged in organizations that embrace HRO philosophies. We will look at:
• Organizational complexity
• How knowledge supersedes rank
• Compressed time constraints
• Sensitivity to operations
• Reluctance to simplify
• Preoccupation with failure
• Deference to expertise
References for this episode
- Baker, D.P., Day, R., & Salas, E. (2006). Teamwork as an essential component of high-reliability organizations. Health Serv Res. Aug;41(4 Pt 2):1576-98.
- McKeon, L.M., Oswaks, J.D., & Cunningham P.D. (2006). Safeguarding patients: complexity science, high reliability organizations, and implications for team training in healthcare. Clin Nurse Spec. Nov-Dec;20(6):298-304; quiz 305-6.
- Roberts, K.H. & Rousseau, D,M. (1989). Research in nearly failure-free, high-reliability organizations: having the bubble. IEEE Trans Engin Manage. May 36(2):132-9.
- Weick, K.E., & Sutcliffe, K.M.(2001). Managing the unexpected: assuring high performance in an age of complexity. San Francisco: Jossey-Bass.
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