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|Titolo:||A no blame approach to organizational learning|
|Data di pubblicazione:||2010|
|Autori interni:||MONTEFUSCO, ANDREA|
|Autori:||B. Provera; A. Montefusco; A. Canato|
|Rivista:||BRITISH JOURNAL OF MANAGEMENT|
|Abstract:||High-reliability Organizations (HROs) are those organizations in which even a minor error in their processes may seriously hinder the very existence of the firm, together with the safety of external actors (Roberts, 1990). Past field studies have shown that HROs encourage the reporting of errors and near misses, exploiting these accidents to improve their operative processes. We label this practice as a no blame approach to error management, arguing that it enhances organizational learning. In this paper, by taking a cognitive perspective of organizations (Weick, 1979; Grandori, 1984), we draw on existing contributions on HROs to discuss the characteristics of the no blame organization. We mainly build on Weick’s theorizing to highlight the following, apparent, paradox: why is it that HROs, which can not afford to commit errors, do not blame operators that spontaneously report them? In this paper, based on two possibility cases, we delineate the theoretical grounding of a no blame approach to organizational learning. The existence of no blame practices suggests that the exploitation of information deriving from error-reporting may prove beneficial in environments where issues of learning and reliability are particularly relevant. In the final section of the paper we appraise costs and benefits of adopting a no blame approach.|
|Appare nelle tipologie:||01 - Articolo su rivista Scientifica|
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