Podcast appearances and mentions of karl weick

“Freedom without formation is erosion in disguise. The leader's first task is not to advance the people, but to ground them in sacred purpose and shared order.”--------------------------Before the Israelites take a single step toward the Promised Land, Moshe stops them.Not to delay the mission — but to protect its meaning.In this episode, we explore why sacred order is the only antidote to spiritual erosion.What looks like a census and a camp diagram is actually one of the most profound acts of leadership in the entire Torah:A leader forming a people before they fracture.A leader grounding identity before asking for trust.A leader building coherence before inviting movement.From Bruce Tuckman's team dynamics to Karl Weick's sensemaking theory — this episode unpacks how Moses orchestrates formation as the only defense against collapse.Whether you lead a team, a community, or your own life, this one asks:Have you built a structure before asking people to move?Or are you moving… without meaning?

Welcome to Mindfulness, Self-Awareness, and Risk, the podcast where we explore the intersection of human experience and risk management. I'm your host, Nippin Anand, and I'm excited to have Rosa Antonia Carrillo to embark on this journey with us. If you ask operational leaders and organizations about risk management, you'll likely hear about control, hazards, and audits. But what about caring, mindfulness, or self-awareness? What about the importance of friendship and tapping into our unconscious? Surprisingly, these are the very concepts that are now at the forefront of risk management. This podcast dives into the world of mindfulness and its profound impact on risk reduction. In healthcare, research demonstrates the positive effects of mindfulness on both patient care and practitioner well-being. It's sparked a conversation about embodiment – the crucial synergy between our unconscious and conscious minds—a synergy can only happen when both are aware of each other. Mindfulness  enriches our world when we learn to make the unconscious conscious. We'll also be exploring the concept of "weak signals," a term coined by Karl Weick to describe the subtle anomalies in organizations that can hint at serious underlying issues. Mindfulness can enhance our ability to detect these weak signals, as well as improve our listening and empathy skills. After all, we can see and hear more when we're not consumed by our own thoughts. And finally, we'll delve into the power of friendship and the importance of relationships. Gallup research has shown that having a friend at work is a key indicator of high performance. Connectedness is essential for well-being and performance. A true friend can help us bring our unconscious thoughts to light, leading to better decision-making and risk mitigation. This is key to organizations that struggle to bring the tacit, implicit to the surface so that problems can be addressed in a timely manner. Join us as we explore these timely ideas for tackling risk in an uncertain world. On this podcast, we'll uncover how mindfulness, self-awareness, and human connection can revolutionize the way we approach risk management. Our hope is that this conversation will help you stay present, stay connected, and stay safe.

Et gevinstkort er et værktøj, der bruges i projektledelse og til implementering af strategier og initiativer. Det primære formål med gevinstkortet er at identificere, organisere, planlægge og spore de fordele, et projekt eller initiativ forventes at levere. Men når det kommer til handling, følger vi så kortet eller landskabet? Dette spørgsmål opstår ofte, når vi implementerer nye tiltag, der kræver handling fra dem, der ikke sker af sig selv. Følger vi de stier, veje og punkter, vi forestiller os at møde i landskabet på vores vej mod vores gevinster og mål, og som vi har på vores indre mentale kort, når vi planlægger vores projekter, eller tilpasser vi os til terrænet og de faktiske vilkår for at nå vores mål? Adfærdspsykologen Karl Weick betragtede fx kortet kun som et redskab til at træffe strategiske handlinger. Hvem er den realistiske - er det personen, der følger den udlagte plan, eller er det personen, der følger landskabet? Hvad nu hvis vi tilføjer 'gevinst' til kortet? Hvad betyder det så? Og kan et værktøj som et gevinstkort bruges til at løse et dybt problem som klimakrisen? Kan vi omdanne en uoverskuelig kompleks virkelighed af krav og forventninger kombineret med stor usikkerhed om fremtiden til tre strategiske programmer, der kan tjene som kort for implementeringen?Ja, hvis man spørger de to gæster i denne episode. Velkommen til jer. Morten Westergaard, der er klimachef i Middelfart Kommune, og Henrik Dan Hildebrandt, der er direktør for Reno Syd med administration i SkanderborgLyt med og lær:- Oplev gevinstkortets nøglerolle i kampen mod klimaforandringer: Morten Westergaard og Henrik Dan Hildebrandt udforsker hvordan gevinstkort er afgørende for at implementere klimatiltag- Dyk ned i kompleksiteten af klimakrisen og menneskelig adfærd: Henrik Dresbøll og gæsterne udforsker den menneskelige psykologi bag vores reaktioner på klimaændringer.- Få praktiske eksempler på gevinstkortets effekt: Hør hvordan gevinstkort kan hjælpe organisationer med at navigere og skabe forandringer i klimakrisen.- Kritisk refleksion over begrænsninger og udfordringer: Lyt til en diskussion om udfordringerne ved stringent brug af gevinstkort og hvordan man tilpasser dem.- Fremtidens perspektiver og innovationer: Bliv præsenteret for nye tilgange til at integrere gevinstkort i klimaindsatsen og gøre dem mere effektive.

A high-reliability organization (HRO) is an organization that has succeeded in avoiding catastrophes despite a high level of risk and complexity. Specific examples that have been studied, most famously by researchers Karl Weick and Kathleen Sutcliffe, include nuclear power plants, air traffic control systems, and naval aircraft carriers. Recently healthcare organizations have moved to adopt the HRO mindset as well. In each case, even a minor error could have catastrophic consequences. Yet, adverse outcomes in these organizations are rare. How is that possible? Written by Greg Jacobson, read by Mark Graban Read the blog post

It's common to hear people describe their work organizations as a "family." And that description is often made as a proud statement, as if to imply that an organization should operate or feel like a family. But that's problematic, as we discuss in this episode. Specifically, we explore: Why our use of metaphors for organization matters How the way in which we talk about things can create or reinforce cultural norms Why “family” is a problematic way to think about your work organization Implications for people, leaders, and organizations Links and other information Örtenblad, A., Putnam, L. L., & Trehan, K. (2016). Beyond Morgan's eight metaphors: Adding to and developing organization theory. Human Relations, 69(4), 875-889. Click here Gareth Morgan's seminal book, Images of Organization Harvard Business Review article by Joshua Luna, “The Toxic Effects of Branding Your Workplace a ‘Family'”  Article by David Burkus: “Why a company is not a family — and how companies can bond with their employees instead” All episodes plus MUCH more: Elevating What Works Like us on Facebook Follow us on Twitter

The paper's abstract reads: The failure of 27 wildland firefighters to follow orders to drop their heavy tools so they could move faster and outrun an exploding fire led to their death within sight of safe areas. Possible explanations for this puzzling behavior are developed using guidelines proposed by James D. Thompson, the first editor of the Administrative Science Quarterly. These explanations are then used to show that scholars of organizations are in analogous threatened positions, and they too seem to be keeping their heavy tools and falling behind. ASQ's 40th anniversary provides a pretext to reexamine this potentially dysfunctional tendency and to modify it by reaffirming an updated version of Thompson's original guidelines. The Mann Gulch fire was a wildfire in Montana where 15 smokejumpers approached the fire to begin fighting it, and unexpected high winds caused the fire to suddenly expand. This "blow-up" of the fire covered 3,000 acres (1,200 ha) in ten minutes, claiming the lives of 13 firefighters, including 12 of the smokejumpers. Only three of the smokejumpers survived. The South Canyon Fire was a 1994 wildfire that took the lives of 14 wildland firefighters on Storm King Mountain, near Glenwood Springs, Colorado, on July 6, 1994. It is often also referred to as the "Storm King" fire. Discussion Points:Some details of the Mann Gulch fire deaths due to refusal to drop their tools Weich lays out ten reasons why these firefighters may have refused to drop their tools:Couldn't hear the orderLack of explanation for order - unusual, counterintuitiveYou don't trust the leaderControl- if you lose your tools, lose capability, not a firefighterSkill at dropping tools - ie survivor who leaned a shovel against a tree instead of droppingSkill with replacement activity - it's an unfamiliar situationFailure - to drop your tools, as a firefighter,  is to failSocial dynamics - why would I do it if others are notConsequences - if people believe it won't make a difference, they won't drop.These men should have been shown the difference it would makeIdentity- being a firefighter, without tools they are throwing away their identity.  This was also shortly after WWII, where you are a coward if you throw away your weapons, and would be alienated from your groupThomson had four principles necessary for research in his publication: Administrative science should focus on relationships - you can't understand without structures and people and variables. Abstract concepts - not on single concrete ideas, but theories that apply to the fieldDevelopment of operational definitions that bridge concepts and raw experience - not vague fluffy things with confirmation bias - sadly, we still don't have all the definitions todayValue of the problem - what do they mean? What is the service researchers are trying to provide? How Weick applies these principles to the ten reasons, then looks at what it means for researchersWeick's list of ten- they are multiple, interdependent reasons – they can all be true at the same timeThompsons list of four, relating them to Weick's ten, in today's organizationsWhat are the heavy tools that we should get rid of? Weick links heaviest tools with identityDrew's thought - getting rid of risk assessments would let us move faster, but people won't drop them, relating to the ten reasons aboveTakeaways: 1) Emotional vs. cognitive  (did I hear that, do I know what to do) emotional (trust, failure, etc.) in individuals and teams2) Understanding group dynamics/first person/others to follow - the pilot diversion story, Piper Alpha oil rig jumpers, first firefighter who drops tools. Next week is episode 100 - we've got a plan! Quotes:“Our attachment to our tools is not a simple, rational thing.” - Drew“It's really hard to recognize that you're well past that point where success is not an option at all.” - Drew“These firefighters were several years since they'd been in a really raging, high-risk fire situation…” - David“I encourage anyone to read Weick's papers, they're always well-written.” - David“Well, I think according to Weick, the moment you begin to think that dropping your tools is impossible and unthinkable, that might be the moment you actually have to start wondering why you're not dropping your tools.” - Drew“The heavier the tool is, the harder it is to drop.” - Drew Resources:Karl Weick - Drop Your Tools PaperThe Safety of Work PodcastThe Safety of Work on LinkedInFeedback@safetyofwork

Crises and disasters are regular occurrences in organizational life, putting leaders into the spotlight and organizations under tremendous pressure to respond appropriately - whether it is to preserve life or salvage reputations. With the COVID-19 pandemic ongoing, we wanted to discuss some classic texts on organizational crises and their management. In this episode, we include Karl Weick's famous paper on the Tenerife Air Disaster when two Boeing 747s collided and an article from Edward Powley on activating organizational resilience in crisis.

Karl Weick's enacted sensemaking is a key concept in management theory, as well as a fundamental idea behind high reliability organizing. Join us as we welcome Dr Thomas Roulet of King's College London to discuss our fourth Journal of Management Studies classic paper - Enacted Sensemaking in Crisis Situations (1988)!

  Today my guest Rob Sams and I cover a lot of ground, and at the same time only scratch the surface - why safety isn't that appealing anymore, the idea health and safety can a seriously religious concept in practice, the idea of paradox and how we might make sense of it all!   This, is the safety on tap podcast.   I'm your host Andrew Barrett, and since you're listening in, you must be a leader wanting to grow yourself and drastically improve health and safety along the way.  Welcome to you, you're in the right place.  If this is your first time listening in, thanks for joining us and well done for trying something different to improve!   Today's interview will probably be a seriously challenging for you, which I hope creates the curiosity for you to listen.  If you were safe in your comfort zone, you wouldn’t be spending your time investing in yourself by listening - I know that's not you, which is why I appreciate you so much. Check out Rob's book Social Sensemaking, A reflective journal: How we make sense of risk, and buy a copy here.  Take my word for it, you need to buy a copy. If you want to warm up with Karl Weick's 7 Aspects of Sensemaking, I found this article really helpful. We also mentioned the Social Psychology of Risk discipline, which we breezed over but deserves a greater plug - learn more here. Let’s get to know each other! Connect with Safety on Tap on LinkedIn, or me Andrew Barrett.  If Facebook is more your thing, check out @safetyontap If you want to get in touch with me, send me an email…I actually reply personally! andrew@safetyontap.com [activecampaign form=5]

This is a summary of Episode 20, where we held two discussions broadly grouped under the umbrella title of High Reliability in practice. Broadly focused on the 1993 classic research by Karl Weick and Karlene Roberts which asked how do complex, high risk organizations manage to work safely and reliably, our discussion in Episode 20 featured an appearance by a very special guest! Basically, Weick and Roberts went aboard a US Navy Nimitz class aircraft carrier to collect data and observe how the flight deck crew launches and recovers aircraft. When they came aboard the USS Carl Vinson aircraft carrier, guess who was there to welcome them? Commanding officer Rear Admiral Tom Mercer! Thanks to Ralph we managed to get in touch with Tom and he joined us for part one of the discussion, so definitely listen to that if you haven’t yet.

Overview:   Marty Scott describes his experience with safety and quality and tells engaging stories about his journey towards high reliability in healthcare.   Dr. Marty Scott’s Biography:   In March 2015, Marty B. Scott, M.D. was named Senior Vice President and Chief Quality Officer for Meridian Health System. At Meridian, he will be using his expertise in high reliability to strengthen patient safety, quality, and the overall patient experience. Previously, he served at Wake Forest Baptist Health, which he joined as Vice President of Brenner Children’s Hospital in October 2010. A leader in children’s healthcare and administration, Dr. Scott served as Brenner’s Senior Administrative Executive until July of 2014. During his tenure, Brenner Children’s Hospital debuted in the US News and World Reports Top 50 Children’s Hospitals. In addition to his responsibilities as Vice President of Brenner, Dr. Scott was named Chief Patient Safety Officer in July 2011. In this role, he was responsible for coordinating tasks and activities associated with ensuring the safety of all Wake Forest Baptist health patients. In July of 2014 he was named Chief Patient Safety and Quality Officer with the added responsibilities for the quality and performance improvement of the healthcare system. He had a joint faculty appointment as a Pediatric Intensivists within the Departments of Pediatrics and Anesthesiology.   Dr. Scott completed his undergraduate work at David Lipscomb College in Nashville and earned his medical degree at the University of Louisville in Kentucky. He received his MBA from the University of North Carolina at Charlotte.   Show Notes:   High-reliability is a journey, it isn’t necessarily an end goal because when organizations say “we’ve arrived” at high-reliability it is easy to let their guard down.   Most employees go to work each day to do a good job, not to cause errors or failures. Unfortunately many people believe that accidents or failures are the fault of errant employees who are not trying hard enough. The reality is that even when failure occurs in the presence of people doing work, there are often underlying condtions   In many situations safety must come first. Safety, quality, empathy and respect are important for high-reliability, but in many high-reliability organizations safety must come before the other goals, and those other goals will be subordinate to safety. However, empathy and respect for others can help when leaders explain why safety must come first.      Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription.   Time-Stamped Show Notes:   0:35-Randy introduces Dr. Marty Scott and describes who he is, including reading his formal biography. 3:16- Randy asks Marty, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 4:20-Marty and Randy discuss how most employees go to work every day to do a good job, not to make mistakes or errors or cause failure. 8:18-Randy asks Marty to discuss his perspective on empathy and respect. 18:33-Randy describes Crew Resource Management training and the benefits. 31:07-Randy asks Marty, “If you could be granted one wish for leadership or organizational change/development what would it be?”   Resources:   Book Recommendation: Drive by Daniel Pink, Managing the Unexpected by Karl Weick and Kathleen Sutcliffe, Switch by Chip and Dan Heath, Influencer by Joseph Grenny, and The Power of Habit by Charles Duhigg.   Contact:   Web: www.meridianhealth.com Email: mbscott@meridianhealth.com    

Overview: Dave Christenson shares his experience and knowledge about how to create an environment for fostering high-reliability and resilience within organizations. He offers some profound insights for leaders and managers who wish to improve organizational and human performance. Dave’s Biography: David is the CEO of Christenson & Associates, LLC, a consultancy group primarily serving safety-critical, high-risk industries and now doing business as O4R: Organizing For Resilience. David contributes to this organization as it serves clients with education, training, coaching and mentoring The New View in Relational Leadership, Event Learning Teams, Human Performance, Safety II, High Reliability Organizing & Resilience Engineering, Crisis Management, Critical Thinking, and Inspiring Leadership through Emotional & Social Intelligence. David is currently pursuing a Ph.D. in Relational Leadership and Social Construction through the U.S. Taos Institute and Leiden University of Leiden, The Netherlands. He completed the Masters of Science degree program in Human Factors and Systems Safety at Lund University, Sweden in 2012. He was a researcher in the Leonardo da Vinci Laboratory for Complexity and Systems Thinking under the guidance of Professor Sidney Dekker. Previously David helped to build and manage the U.S. Wildland Fire Lessons Learned Center. David focused on developing organizational learning, high reliability organizing, resilience engineering and creating a widely used knowledge management system as he helped build a new Learning Center for his nation’s interagency 300,000-member wildland fire community. He has served as a High Reliability Organizing Technical Specialist with national and regional incident management teams (IMT) during wildfire and non-fire incidents. Dave was also a Master Sergeant in the US Air Force, training teams of an Alert Interceptor Force in Europe. He graduated from that career as the production superintendent over a squadron of F-15 Eagles at Holloman AFB, NM.  Show Notes: As we move from the industrial sectors to the information age, there is a lot more complexity within organizations. Interactive complexity can greatly impact the way decisions are made and breakdowns can occur in areas where teams interact. It is critical to organize systems and habits so that people can learn to pay attention to and detect weak signals of failure and react appropriately. High-Reliability Organizing and Resilience Engineering offer approaches to help organizations that operation in high-hazard, high-risk and/or high-consequence industries to proactively manage risk and react appropriately when failure occurs. Small failures are like free lessons because they can help us learn without experiencing catastrophe. Leaders and managers must choose to listen to these free lessons and learn from them, as opposed to simply thinking that the problem won’t happen again. Even when other organizations experience failure leaders and managers should attempt to learn from them rather than exhibit a “distancing through differences” attitude. Leaders should learn to be humble and admit they don’t know everything. When an organization is extremely successful it can lull leaders and managers into a false sense of security. By maintaining a questioning attitude leaders can try to detect weak signals of potential failure. Open mindedness is an important trait in today’s VUCA (Volatile, Uncertain, Complex and Ambiguous) world. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription. Time-Stamped Show Notes: 0:35-Randy introduces Dave Christenson and describes who he is, including reading his formal biography. 1:33- Randy asks Dave, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 6:51-Randy asks Dave about his current role. 8:44-Randy and Dave talk about Distancing through Differences and how leaders may experience a “that couldn’t happen to us” attitude when failure happens in a similar industry. 12:25 –Dave describes how success can include blinders and affect how leaders view weak signals of failure. 20:50-Randy describes Crew Resource Management training and the benefits. 23:30-Randy and Dave talk about the need for human performance and effective teamwork in high-risk complex environments, particularly in electrical utility industries. 24:08-Randy asks Dave about what area in industry he feels needs disruption. 31:07-Randy asks Dave, “If you could be granted one wish for leadership or organizational change/development what would it be?”  Resources: Book Recommendations: Beyond Blame: Learning from Failure and Success by Dave Zwiebeck, The Field Guide to Understanding Human Error by Sidney Dekker, Managing the Unexpected by Karl Weick and Kathleen Sutcliffe, Pre-Accident Investigations by Todd Conklin, Team of Teams by Stanley McChrystal, Tatum Collins, David Silverman and Chris Fussell  Contact: Web: www.o4r.co Email: david@o4r.co

Welcome to the thirteenth episode of Coaching Skills for Leaders. This week's topic: How Culture Affects Coaching To reach me with questions, comments, feedback: CoachingforLeaders.com/feedback What do we mean by a strong culture? Strong culture: consistent throughout the organization and thus has a strong influence on individuals Weak culture: do not have as strong an impact on individuals because of inconsistencies (does not mean it is not effective) In Organizational Culture and Leadership, Edgar Schein (2004) defines culture as, "…a pattern of SHARED BASIC ASSUMPTIONS that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to PERCEIVE, THINK, and FEEL in relation to those problems" (p. 17). We accidentally referred to Schien's book in the episode as "Making Sense of the Organization" which is actually a book by Karl Weick and also an excellent read on organizational culture, though the Schien book is an easier read, so we recommend that first. We discuss Schein's three indicators of culture: Artifacts Espoused beliefs and values Underlying assumptions We also referenced the model below from The Character of a Corporation by Goffee and Jones: Stay connected with this show on iTunes or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: Visit CoachingforLeaders.com/feedback to submit comments, questions, or feedback. See you in a week for the next episode!

Welcome to the thirteenth episode of Coaching Skills for Leaders. This week's topic: How Culture Affects Coaching To reach me with questions, comments, feedback: CoachingforLeaders.com/feedback What do we mean by a strong culture? Strong culture: consistent throughout the organization and thus has a strong influence on individuals Weak culture: do not have as strong an impact on individuals because of inconsistencies (does not mean it is not effective) In Organizational Culture and Leadership, Edgar Schein (2004) defines culture as, "…a pattern of SHARED BASIC ASSUMPTIONS that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to PERCEIVE, THINK, and FEEL in relation to those problems" (p. 17). We accidentally referred to Schien's book in the episode as "Making Sense of the Organization" which is actually a book by Karl Weick and also an excellent read on organizational culture, though the Schien book is an easier read, so we recommend that first. We discuss Schein's three indicators of culture: Artifacts Espoused beliefs and values Underlying assumptions We also referenced the model below from The Character of a Corporation by Goffee and Jones: Stay connected with this show on iTunes or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: Visit CoachingforLeaders.com/feedback to submit comments, questions, or feedback. See you in a week for the next episode!