Principles of adaptive management in complex safety-critical organizations

Safety Science

Volumn 71, Issue PB, 2015, Pages 80-92

  Reiman, Teemu ^a   Rollenhagen, Carl ^b   Pietikäinen, Elina ^a   Heikkilä, Jouko ^a  

^a VTT TECHNICAL RESEARCH CENTRE OF FINLAND   (Finland)

^b ROYAL INSTITUTE OF TECHNOLOGY   (Sweden)

Author keywords

Complex adaptive systems; Complexity theory; Safety management; Systems thinking

Indexed keywords

SAFETY ENGINEERING; SOCIETIES AND INSTITUTIONS;

ADAPTIVE MANAGEMENT; COMPLEX ADAPTIVE SYSTEMS; COMPLEXITY THEORY; ORGANIZATIONAL COMPLEXITY; SAFETY MANAGEMENT; SYSTEMS THINKING;

ADAPTIVE SYSTEMS;

ANALYTICAL PARAMETERS; ARTICLE; COMPLEX ADAPTIVE SYSTEM; CONFLICT MANAGEMENT; EMPLOYEE; HUMAN RELATION; INTERPERSONAL COMMUNICATION; LEADERSHIP; MANAGER; NONLINEAR SYSTEM; OCCUPATIONAL SAFETY; PERSONNEL MANAGEMENT; RESPONSIBILITY; SAFETY CRITICAL ORGANIZATION; STRATEGIC PLANNING; SYSTEM ANALYSIS; THEORETICAL STUDY; WORK ENVIRONMENT;

EID: 84918514189     PISSN: 09257535     EISSN: 18791042     Source Type: Journal    
DOI: 10.1016/j.ssci.2014.07.021     Document Type: Article

References (86)

1. Amalberti R. Navigating safety. Necessary Compromises and Trade-offs - Theory and Practice 2013, Springer.
2. Emergence: Contemporary Readings in Philosophy and Science 2007, MIT Press, Cambridge. M.A. Bedau, P. Humphreys (Eds.).
3. Berwick D.M. The double-edge of knowledge. Journal of American Medical Association 1991, 266:841-842. Editorial.
4. Blomme R.J. Leadership, Complex Adaptive Systems, and Equivocality: The Role of Managers in Emergent Change. Org. Manage. J. 2012, 9:4-19. 10.1080/15416518.2012.666946.
5. Distributed decision-making: some notes on the literature. Distributed Decision-Making: Cognitive Models for Cooperative Work. New Technologies and Work Series 1991, Springer. B. Brehmer (Ed.).
6. Cameron K.S., Quinn R.E. Diagnosing and changing organizational culture. third ed. 2011, Jossey-Bass, San Francisco.
7. Cameron K.S., Quinn R.E., Degraff J., Thakor A.V. Competing values leadership. Creating value in organizations 2006, Edward Elgar, Cheltenham.
8. Cilliers P. Complexity and postmodernism: understanding complex systems 1998, Routledge, London.
9. Cilliers P. Difference, identity and complexity. Philosophy Today 2010, 54:55-65.
10. Corning P.A. The re-emergence of "Emergence": a venerable concept in search of a theory. Complexity 2002, 7:18-30.
11. Dekker S. Drift into Failure. From Hunting Broken Components to Understanding Complex Systems 2011, Ashgate, Farnham.
12. Dekker S. Patient Safety. A Human Factors Approach 2011, CRC Press, Boca Raton.
13. Dekker S., Cilliers P., Hofmeyr J.-H. The complexity of failure: implications of complexity theory for safety investigations. Saf. Sci. 2011, 49:939-945.
14. DeRue D.S. Adaptive leadership theory: leading and following as a complex adaptive process. Res. Organ. Behav. 2011, 31:125-150.
15. Drupsteen L., Guldenmund F.W. What is learning? A review of the safety literature to define learning from incidents, accidents and disasters. J. Conting. Crisis Manage. 2014, 22:81-96.
16. Eoyang G.H., Holladay R.J. Adaptive Action. Leveraging Uncertainty in Your Organization 2013, Stanford University Press, Stanford.
17. Farjoun M. Beyond dualism: stability and change as a duality. Acad. Manage. Rev. 2010, 35:202-225.
18. Ford R. Complex adaptive leading-ship and open-processional change processes. Leadership Org. Dev. J. 2010, 31(5):420-435. 10.1108/01437731011056443.
19. Goh Y.M., Brown H., Spickett J. Applying systems thinking concepts in the analysis of major incidents and safety culture. Saf. Sci. 2010, 48:302-309.
20. Goldstein J. The Unshackled Organization 1994, Productivity Press, Portland, OR.
21. Goldstein J., Hazy J.K., Lichtenstein B.B. Complexity and the Nexus of Leadership 2010, Palmgrave Macmillan, New York.
22. Granovetter M.S. The strength of weak ties. Am. J. Soc. 1973, 78:1360-1380.
23. Granovetter M.S. The strength of weak ties: a network theory revisited. Soc. Theory 1983, 1:201-233.
24. Grote G. Management of Uncertainty. Theory and Application in the Design of Systems and Organizations 2009, Springer, London.
25. Grote G. Safety management in different high-risk domains - all the same?. Saf. Sci. 2012, 50:1983-1992.
26. Haavik T.K. On components and relations in sociotechnical systems. J. Conting. Crisis Manage. 2011, 19:99-109.
27. Holland J.H. Complex adaptive systems and spontaneous emergence. Complexity and Industrial Clusters 2002, 24-34. Physica-Verlag, Heidelberg, Germany. A.Q. Curzio, M. Fortis (Eds.).
28. Hollnagel E. Barriers and Accident Prevention 2004, Ashgate, Aldershot.
29. Safety management - looking back or looking forward. Resilience Engineering Perspectives. Remaining Sensitive to the Possibility of Failure 2008, vol. 1. Ashgate, Aldershot. E. Hollnagel (Ed.).
30. Hollnagel E. The ETTO principle: efficiency-thoroughness trade-off 2009, Ashgate, Farnhamn.
31. Epilogue - resilience engineering precepts. Resilience Engineering. Concepts and Precepts 2006, Ashgate, Aldershot. E. Hollnagel, D.D. Woods (Eds.).
32. Johnson C.W. What are emergent properties and how do they affect the engineering of complex systems?. Reliab. Eng. Syst. Safety 2006, 91:1475-1481.
33. Jordon M., Lanham H.J., Anderson R.A., McDaniel R.R. Implications of complex adaptive systems theory for interpreting research about health care organizations. J. Eval. Clin. Pract. 2010, 16:228-231.
34. Karwowski W. A review of human factors challenges of complex adaptive systems: discovering and understanding chaos in human performance. Hum. Factors 2012, 54:983-995.
35. Knowles R.N. The Leadership Dance. Pathways to Extraordinary Organizational Effectiveness 2002, The Center for Self-Organizing Leadership, Niagara Falls, NY. third ed.
36. Kurtz C.F., Snowden D.J. The new dynamics of strategy: sense-making in a complex and complicated world. IBM Syst. J. 2003, 42:462-483.
37. La Porte T.R., Consolini P.M. Working in practice but not in theory: theoretical challenges of 'High Reliability Organizations'. J. Public Admin. Res. Theory 1991, 1:19-47.
38. Le Coze J.-C. Are organizations too complex to be integrated in technical risk assessment and current safety auditing?. Saf. Sci. 2005, 43:613-638.
39. Leveson N. A new accident model for engineering safety systems. Saf. Sci. 2004, 42:237-270.
40. Lichtenstein B.B., Uhl-Bien M., Marion R., Seers A., Orton J.D., Schreiber C. Complexity leadership theory: an interactive perspective on leading in complex adaptive systems. Emergence: Complex. Org. 2006, 8:2-12.
41. McDaniel R.R. Management strategies for complex adaptive systems: sensemaking, learning and improvisation. Perform. Improv. Quart. 2007, 20:21-41.
42. McDaniel R.R., Driebe D.J. Complexity science and health care management. Adv. Health Care Manage. 2001, 2:11-36.
43. McDaniel R.R., Jordan M.E., Fleeman B.F. Surprise, surprise, surprise! A complexity science view of the unexpected. Health Care Manage. Rev. 2003, 28:266-278.
44. McKelvey B. Toward a complexity science of entrepreneurship. J. Bus. Ventur. 2004, 19:313-341.
45. McMillan E. Complexity, Management and the Dynamics of Change 2008, Routledge, London.
46. Nonaka I. Creating organizational order out of chaos: self renewal in Japanese firms. California Management Review 1988, Spring, pp. 57-73.
47. Acting Under Uncertainty. The Core-Task Analysis in Ecological Study of Work 2004, vol. 546. VTT Publications, Espoo. L. Norros (Ed.).
48. Obolensky N. Complex Adaptive Leadership. Embracing Paradox and Leadership 2010, Gower, Farnham.
49. Perin C. Shouldering Risks. The Culture of Control in the Nuclear Power Industry 2005, Princeton University Press, New Jersey.
50. Perrow C. Normal Accidents: Living with High-risk Technologies 1984, Basic Books, New York.
51. Pidgeon N., O'Leary M. Man-made disasters: why technology and organizations (sometimes) fail. Saf. Sci. 2000, 34:15-30.
52. Pietikäinen E., Heikkilä J. and Reiman T., 2012. Adaptiivinen potilasturvallisuuden johtaminen [adaptive management of patient safety], VTT Technology 58, VTT, Espoo.
53. Emergent leadership: getting beyond heroes and scapegoats. Complex Systems Leadership Theory. New Perspectives from Complexity Science on Social and Organizational Effectiveness 2007, ISCE, Mansfield. D.A. Plowman, D. Duchon (Eds.).
54. Plsek P.E., Greenhalgh T. The challenge of complexity in health care. BMJ 2001, 323:625-628.
55. Prigogine I., Stengers I. Order Out of Chaos: Man's New Dialogue with Nature 1984, Bantam, New York.
56. Quinn R.E. Beyond Rational Management 1988, Jossey-Bass, San Francisco.
57. Quinn R.E., Rohrbaugh J. A spatial model of effectiveness criteria: towards a competing values approach to organisational analysis. Manage. Sci. 1983, 29:363-377.
58. Raisch S., Birkinshaw J., Probst G., Tushman M.L. Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ. Sci. 2009, 20:685-695.
59. Rasmussen J. Risk management in a dynamic society: a modelling problem. Saf. Sci. 1997, 27:183-213.
60. Reiman T., Oedewald P. Assessment of complex sociotechnical systems - theoretical issues concerning the use of organizational culture and organizational core task concepts. Saf. Sci. 2007, 45:745-768.
61. Reiman T., Kahlbom U., Pietikäinen E., Rollenhagen C. Nuclear Safety Culture in Finland and Sweden - Developments and Challenges. NKS-239 2011, Nordic nuclear safety research NKS, Roskilde, Denmark.
62. Reiman T., Rollenhagen C. Competing values, tensions and tradeoffs in management of nuclear power plants. Work 2012, 41:722-729.
63. Reiman T., Rollenhagen C., 2012b. Reconceptualization of the competing values framework tailored for management of nuclear power plants. 11th International Probabilistic Safety Assessment & Management Conference, 25-29 June 2012, Helsinki, Finland.
64. Rogers H., Mahler L., Plsek P. Better by design: using simple rules to improve access to secondary care. Br. Med. J. 2009, 338:384-387.
65. Rollenhagen C. Can focus on safety culture become an excuse for not rethinking design of technology?. Saf. Sci. 2010, 48:268-278.
66. Rouse W.B. Managing complexity, disease control as a complex adaptive system. Inform. Knowl. Syst. Manage. 2000, 2:143-165.
67. Sawyer R.K. Social Emergence. Societies as Complex Systems 2005, Cambridge University Press, Cambridge.
68. Schulman P.R. The negotiated order of organizational reliability. Admin. Soc. 1993, 25:353-372.
69. Snook S.A. Friendly Fire. The Accidental Shootdown of U.S. Black Hawks over Northern Iraq 2000, Princeton University Press, New Jersey.
70. Stacey R.D. Complexity and Creativity in Organizations 1996, Berret-Koehler Publishers, San Francisco.
71. Introduction: emergence and organizations. Experiencing Emergence in Organizations. Local Interaction and the Emergence of Global Pattern 2005, Routledge, London. R. Stacey (Ed.).
72. Sterman J.D. Learning from evidence in a complex world. American Journal of Public Health 2006, 96:505-514.
73. Tsoukas H. Complex Knowledge. Studies in Organizational Epistemology 2005, Oxford University Press, Oxford.
74. Tsoukas H., Dooley K.J. Introduction to the special issue: towards the ecological style: embracing complexity in organizational research. Org. Studies 2011, 32(6):729-735. 10.1177/0170840611410805.
75. Uhl-Bien M., Marion R., McKelvey B. Complexity leadership theory: shifting leadership from the industrial age to the knowledge era. Leadership Quart. 2007, 18:298-318.
76. Vaughan D. The Challenger Launch Decision 1996, University of Chicago Press, Chicago.
77. Weick K.E. The Social Psychology of Organizing 1979, Addison-Wesley, Reading, MA. second ed.
78. Weick K.E. Organizational redesign as improvisation. Organizational Change and Redesign: Ideas and Insights for Improving Performance 1993, Oxford University Press, Oxford. G.P. Huber, W.H. Glick (Eds.).
79. Weick K.E. Foresights of failure: an appreciation of Barry Turner. J. Conting. Crisis Manage. 1998, 6:72-75.
80. Weick K.E., Sutcliffe K.M. Managing the Unexpected. Resilient Performance in an Age of Uncertainty 2007, Jossey-Bass, San Francisco. second ed.
81. Weick K.E., Sutcliffe K.M., Obstfeld D. Organizing for high reliability: processes of collective mindfulness. Res. Org. Behav. 1999, 21:81-123.
82. Weick K.E., Sutcliffe K.M., Obstfeld D. Organizing and the process of sensemaking. Organ. Sci. 1999, 16:409-421.
83. Woods D.D. Escaping failures of foresight. Safety Science 2009, 47:498-501.
84. Woods, D.D., Branlat, M., 2011. How human adaptive systems balance fundamental trade-offs: Implications for polycentric governance architectures. In: Proceedings of the Fourth Resilience Engineering Symposium, Sophia Antipolis, France.
85. Woods D.D., Dekker S., Cook R., Johannesen L., Sarter N. Behind Human Error 2010, Ashgate, Farnham. second ed.
86. Wynne B. Reflexing complexity: post-genomic knowledge and reductionist returns in public science. Theory Cult. Soc. 2005, 22:67-94.