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Since the first edition of Managing the Unexpected waspublished in 2001, the unexpected has become a growing part of oureveryday lives. The unexpected is often dramatic, as withhurricanes or terrorist attacks. But the unexpected can also comein more subtle forms, such as a small organizational lapse thatleads to a major blunder, or an unexamined assumption that costslives in a crisis. Why are some organizations better able thanothers to maintain function and structure in the face ofunanticipated change?

Authors Karl Weick and Kathleen Sutcliffe answer this questionby pointing to high reliability organizations (HROs), such asemergency rooms in hospitals, flight operations of aircraftcarriers, and firefighting units, as models to follow. Theseorganizations have developed ways of acting and styles of learningthat enable them to manage the unexpected better than otherorganizations. Thoroughly revised and updated, the second editionof the groundbreaking book Managing the Unexpected uses HROsas a template for any institution that wants to better organize forhigh reliability.

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