Organizational learning in the face of ambiguous threats
著者
書誌事項
Organizational learning in the face of ambiguous threats
（Faculty seminar series : Great ideas from business thought leaders）
Harvard Business School Pub., c2005
Ver. 1.0
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System requirements: Intel Pentium III (or equivalent) 650 MHz or higher clock rate; 128MB RAM; Graphics display adapter with a display resolution of 1024 x 768 and a 16-bit color depth; Creative Labs Sound Blaster (or compatible) sound card with speakers or headphones; 16X CD-ROM drive; Microsoft Windows 98/NT/2000/XP; Microsoft Windows Media Player 6.4 through 9.0; Microsoft Internet Explorer 5.0 through 6.0; Adobe Acrobat Reader 5.0
Title from disk label
"Product number 9297C"
Summary: Is there a disaster waiting to happen in your organization? Is your organization poised to react if you sense one looming? In this stimulating presentation, Professors Amy C. Edmondson, Michael A. Roberto, and Richard M.J. Bohmer use NASA and the Columbia space shuttle to look at the causes of organizational disasters. How does the makeup of an organization contribute? How does an institution allow accidents to occur? Professor Roberto takes a close look at NASA's recovery window -- the period of time between when you see an ambiguous threat and when that threat turns into a major accident. Using the Columbia incident as a backdrop, he then applies the lessons learned to management in all types of organizations and outlines factors at three levels that can cause organizations to underreact to the ambiguous threats that might presage a disaster. Professor Bohmer discusses how team-level and organizational factors -- including design, structure, and culture -- can contribute to a lack of leadership and