1st Edition
Organisational Resilience Navigating Paradoxical Tensions
Table of Contents:
1. Towards a paradox mindset
In pursuit of reliable performance
Reliable performance through mindful organising
Exploring paradoxes
The high reliability professional as a paradox navigator
Navigating paradoxes
References
2. Clarifying Aims, Objectives or Outcomes; Engaging with Stakeholders
The challenge
Centripetal wisdom
Centrifugal wisdom
Clarifying and Engaging – Revisiting the development of the Bell-Boeing V-22 Osprey
Towards a paradox mindset
References
3. Heeding Warnings or Risks
The challenge
Centripetal wisdom
Centrifugal wisdom
Heeding – Revisiting the demise of Kodak
Towards a paradox mindset
References
4. Simplifying Problems, Solutions or Responses
The challenge
Centripetal wisdom
Centrifugal wisdom
Simplifying - Revisiting the Space Shuttle Columbia disaster
Towards a paradox mindset
References
5. Following Procedures, Processes or Policies
The challenge
Centripetal wisdom
Centrifugal wisdom
Following - Revisiting the Chernobyl disaster
Towards a paradox mindset
References
6. Influencing Responses, Actions or Solutions
The challenge
Centripetal wisdom
Centrifugal wisdom
Influencing - Revisiting the Airbus A380 development
Towards a paradox mindset
References
7. Aligning Responses
The challenge
Centripetal wisdom
Centrifugal wisdom
Aligning - Revisiting the Volkswagen emission scandal
Towards a paradox mindset
References
8. Communicating with Others
The challenge
Centripetal wisdom
Centrifugal wisdom
Communicating - Revisiting the Bhopal gas tragedy
Towards a paradox mindset
References
9. Deferring to Others
The challenge
Centripetal wisdom
Centrifugal wisdom
Deferring - Revisiting the Black Death
Towards a paradox mindset
References
10. Accessing Resources
The challenge
Centripetal wisdom
Centrifugal wisdom
Accessing - Revisiting the Afghanistan war
Towards a paradox mindset
References
11. Mindful organising through paradoxical thinking
Navigating the roads to resilience
The lure of Just-this-way and Just-for-now leadership
The need for Just-in-case and Just-in-time leadership
Just-in-time reconstruction of managing near-misses and accidents
Establishing a culture of mindful, paradoxical organising
We, as high reliability professionals
References
Biography
Dr Elmar Kutsch is Associate Professor in Risk Management at Cranfield University, School of Management, UK.
