H. William Starbuck / Moshe Farjoun

Organization at the Limit

Lessons from the Columbia Disaster
Herausgeber: Starbuck, William; Farjoun, Moshe

• Gebundenes Buch

Produktbeschreibung

Tragedies like the Columbia disaster are distressing reminders that things can go wrong in large, highly regarded organizations. Although we embrace new technologies eagerly, we are reluctant to accept the risks of innovation. Moreover, some technologies and organizations may be too complex to control effectively. What makes some organizations more prone to accidents? Do the very measures taken to increase safety contribute to accidents? Can societies, organizations, and individuals learn from failures and reduce risks? Against this backdrop, Professors William H. Starbuck of New York University and Moshe Farjoun of York University have invited diverse experts to contribute insights about the Columbia accident and the organizational lessons it suggests. This book thus presents many viewpoints on the complex behavioral factors that led to disaster.

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Produktdetails

• Verlag: Wiley
• Seitenzahl: 416
• Erscheinungstermin: 12. September 2005
• Englisch
• Abmessung: 255mm x 215mm x 36mm
• Gewicht: 885g
• ISBN-13: 9781405131087
• ISBN-10: 140513108X
• Artikelnr.: 21242074

Autorenporträt

William H. Starbuck is ITT Professor of Creative Management in the Stern School of Business at New York University. He has been the editor of Administrative Science Quarterly and chaired the screening committee for senior Fulbright awards in business management; he was the President of the Academy of Management, and he is a Fellow in the Academy of Management, American Psychological Association, American Psychological Society, British Academy of Management, and Society for Industrial and Organizational Psychology. He has published more than 120 articles on accounting, bargaining, business strategy, computer programming, computer simulation, forecasting, decision-making, human--computer interaction, learning, organizational design, organizational growth and development, perception, scientific methods, and social revolutions. Moshe Farjoun is an associate professor at the Schulich School of Business, York University, Toronto. His research interests lie in the intersection of strategic management and organization. His research has explored market and organizational dynamics, particularly as they pertain to the processes of strategy formulation, implementation and change. His articles have appeared in Strategic Management Journal, Academy of Management Journal, Organization Science, and Academy of Management Review.

Inhaltsangabe

Notes on contributors.

Foreword: Sean O'Keefe.

Part I: Introduction.

1 Introduction: Organizational Aspects of the Columbia Disaster:Moshe Farjoun and William H. Starbuck (New York University).

Part II: The Context of the Disaster.

2 History and Policy in the Space Shuttle Program: Moshe Farjoun(New York University).

3 System Effects: On Slippery Slopes, Repeating NegativePatterns, and Learning from Mistake? Diane Vaughan (BostonCollege).

4 Organizational Learning and Action in the Midst of SafetyDrift: Revisiting the Space Shuttle Program's Recent History:Moshe Farjoun (New York University).

5 The Space Between in Space Transportation: A RelationalAnalysis of the Failure of STS-107: Karlene H. Roberts, Peter M.Madsen, Vinit M. Desai (University of California -Berkley).

Part III: Influences on decision making.

6 The Opacity of Risk: Language and the Culture of Safety inNASA's Space Shuttle Program: Willie Ocasio (NorthwesternUniversity).

7 Coping with Temporal Uncertainty: When Rigid, AmbitiousDeadlines Don't Make Sense: Sally Blount (New YorkUniversity), Mary Waller (Tulane University), and Sophie Leroy (NewYork University).

8 Attention to Production Schedule and Safety as Determinants ofRisk-Taking in NASA's Decision to Launch the ColumbiaShuttle: Angela Buljan (University of Zagreb) and Zur Shapira (NewYork University).

Part IV: The Imaging Debate.

9 Making Sense of Blurred Images: Mindful Organizing in MissionSTS-107: Karl Weick (University of Michigan).

10 The Price of Progress: Structurally Induced Inaction: ScottA. Snook and Jeffrey C. Connor (Harvard University).

11 Data Indeterminacy: One NASA, Two Modes: Raghu Garud andRoger Dunbar (New York University).

12 The Recovery Window: Organizational Learning FollowingAmbiguous Threats: Amy C. Edmondson, Michael A. Roberto, RichardM.J. Bohmer, Erika M. Ferlins, Laura R. Feldman (HarvardUniversity).

13 Barriers to the Interpretation and Diffusion of Informationabout Potential Problems in Organizations: Lessons from the SpaceShuttle Columbia: Frances Milliken, Theresa K. Lant, and EbonyBridwell-Mitchell (New York University).

Part V: Beyond Explanation.

14 Systems Approaches to Safety: NASA and the Space ShuttleDisasters: Nancy Leveson, Joel Cutcher-Gershenfeld, John S.Carroll, Betty Barrett, Alexander Brown, Nicolas Dulac, LydiaFraile, and Karen Marais (MIT).

15 Creating Foresight: Lessons for Enhancing Resilience fromColumbia: David Woods (Ohio State).

16 Making NASA More Effective: William H. Starbuck (New YorkUniversity) and Johnny Stevenson (NASA).

17 Observations on the Columbia Accident: Henry McDonald(University of Tennessee).

Part VI: Conclusion.

18 Conclusion: Moshe Farjoun and William H. Starbuck (New YorkUniversity).

Index