Collective mind in organizations: heedful interrelating on flight decks.
The concept of collective mind is developed to explain organizational performance in situations requiring nearly continuous operational reliability. Collective mind is conceptualized as a pattern of heedful interrelations of actions in a social system. Actors in the system construct their actions...
| Publicado en: | Administrative Science Quarterly Vol. 38; pp. 357 - 382 |
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| Autores principales: | , |
| Formato: | Artículo |
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Administrative Science Quarterly
September 1993
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=508489685&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 508489685 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00018392 ASQ jtl: Administrative Science Quarterly issn: 00018392 maglogo: N pubinfo: dt: September 1993 vid: 38 pid: 224 pub: Administrative Science Quarterly artinfo: ui: 508489685 10.2307/2393372 ppf: 357 ppct: 25 formats: fmt: – @attributes: type: T – @attributes: type: P size: 1.7MB tig: atl: Collective mind in organizations: heedful interrelating on flight decks. aug: au: Weick, Karl E. Roberts, Karlene H. su: Collective behavior Organizational behavior Thought & thinking sug: subj: Collective behavior Organizational behavior Thought & thinking ab: The concept of collective mind is developed to explain organizational performance in situations requiring nearly continuous operational reliability. Collective mind is conceptualized as a pattern of heedful interrelations of actions in a social system. Actors in the system construct their actions (contributions), understanding that the system consists of connected actions by themselves and other (representation), and interrelate their actions within the system (subordination). Ongoing variation in the heed with which individual contributions, representations, and subordinations are interrelated influences comprehension of unfolding events and the incidence of errors. As heedful interrelating and mindful comprehension increase, organizational errors decrease. Flight operations on aircraft carriers exemplify the constructs presented. Implications for organization theory and practice are drawn. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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