The Characteristics of High Reliability Organizations The Characteristics of High Reliability Organizations In this essay, I will examine those processes that organizations can use in order to manage those occurrences that are not expected. I will begin by identifying the Characteristics of High Reliability Organizations. I will also examine the way these kind of organizations act as organizations from whom people can learn. They are also able to create an understanding of the present through their mindfulness (Weick K, 2007). Organizations need to realize that in order to be reliable; they should start examining the relationship that exists between the five principles and begin to conceptually link them (Grobman, 2008). Traditionally, managers are expected to focus on being efficient and predictable.
In the event that a manager is not able to manage the expected, his or her career may end abruptly. When an organization confines his or her organization to working only with issues that are familiar, the organization runs a risk of running into a financial crisis. Weick and Sutcliffe (2007) argue that as much as most managers of non-profit organizations are able to clearly state their organizational goals, they do not plan for those events that are not expected to occur (Rosen, 2005).
The situation is further made worse by the fact that these managers are not able to look into the future and prevent mistakes from being made in the present. . Weick and Sutcliffe further state that managers can learn how to deal with unexpected events through the study of high reliability organizations (Weick, 1988). High reliability organizations are those organizations that are able to succeed in situations that are both dangerous and complex.
These organizations, unlike others, do not experience many problems. In their view, organizations that have to meet high expectations from time to time tend to suffer less from unexpected occurrences. High reliability organizations are therefore able to tell when anomalies occur earlier than the other organizations and are able to take preventive measures (Wyplosz, 1995). The two scholars have presented five principles that High reliability organizations can use in their operations. These principles include being concerned with both misses and errors. The organization is able to use these misses and errors as a point of references.
The second principle is viewing the world from a complex point of view (Ericksen, 2004). The third principle is that High reliability organizations are focused more with the frontline of operations than any other processes involved. The fourth principle is that of resilience where High reliability organizations have the ability to overcome errors and to rise above them. Lastly, High reliability organizations are capable of pushing down the decision making process. This ensures that decisions are made where it matters the most which is the frontline. Works Cited Ericksen, J.
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