Learning From Experience in High-Hazard Organizations.” http://ocw.mit.edu/NR/rdonlyres/Aeronautics-and-Astronautics/16358JSpring-2005/09BD2DD3-A2FE-4589-99A7-4EE545C1689D/0/carroll1.pdf

Learning From Experience in High-Hazard Organizations.” http://ocw.mit.edu/NR/rdonlyres/Aeronautics-and-Astronautics/16358JSpring-2005/09BD2DD3-A2FE-4589-99A7-4EE545C1689D/0/carroll1.pdf (1998)

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by John S. Carroll , Mit Sloan , School Management

Venue:	Organizational Learning Activities in High-Hazard Industries: The Logics Underlying Self-Analysis.” Journal of Management Studies. 35:6
Citations:	4 - 0 self

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Datum	Value	Source
TITLE	Learning From Experience in High-Hazard Organizations.” http://ocw.mit.edu/NR/rdonlyres/Aeronautics-and-Astronautics/16358JSpring-2005/09BD2DD3-A2FE-4589-99A7-4EE545C1689D/0/carroll1.pdf	INFERENCE
AUTHOR NAME	John S. Carroll	SVM HeaderParse 0.2
AUTHOR AFFIL	Jenny W. Rudolph, Boston College Carroll School of Management; Sachi Hatakenaka, MIT Sloan School of Management; Submitted to Research in Organizational Behavior	SVM HeaderParse 0.2
AUTHOR NAME	Mit Sloan	SVM HeaderParse 0.2
AUTHOR NAME	School Management	SVM HeaderParse 0.2
AUTHOR AFFIL	John S. Carroll, MIT Sloan School of Management; Jenny W. Rudolph, Boston College Carroll School of Management; Sachi Hatakenaka, MIT Sloan School of Management	SVM HeaderParse 0.2
AUTHOR ADDR	Submitted to Research in Organizational Behavior	SVM HeaderParse 0.2
ABSTRACT	Learning from experience, the cyclical interplay of thinking and doing, is increasingly important as organizations struggle to cope with rapidly changing environments and more complex and interdependent sets of knowledge. This paper confronts two central issues for organizational learning: (1) how is local learning (by individuals or small groups) integrated into collective learning by organizations? and (2) what are the differences between learning practices that focus on control, elimination of surprises, and single-loop incremental “fixing ” of problems with those that focus on deep or radical learning, double-loop challenging of assumptions, and discovery of new opportunities? We articulate these relationships through an analysis of learning practices in high-hazard organizations, specifically, problem investigation teams that examine the most serious and troubling events and trends in nuclear power plants and chemical plants. Our analysis suggests a four-stage model of organizational learning reflecting different approaches to control and learning. LEARNING FROM EXPERIENCE IN HIGH-HAZARD ORGANIZATIONS 1	SVM HeaderParse 0.2
YEAR	1998	INFERENCE
VENUE	Organizational Learning Activities in High-Hazard Industries: The Logics Underlying Self-Analysis.” Journal of Management Studies. 35:6	INFERENCE
VENUE TYPE	CONFERENCE	INFERENCE
PAGES	699--717	INFERENCE
CITATIONS	151 found	ParsCit 1.0