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<h1 id="firstHeading" class="firstHeading mw-first-heading"><span lang="en" dir="ltr"><span class="mw-page-title-main">High reliability organization</span></span></h1>
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<li class="interlanguage-link interwiki-it mw-list-item"><a href="https://it.wikipedia.org/wiki/High_Reliability_Organization" title="High Reliability Organization – Italian" lang="it" hreflang="it" data-title="High Reliability Organization" data-language-autonym="Italiano" data-language-local-name="Italian" class="interlanguage-link-target"><span>Italiano</span></a></li><li class="interlanguage-link interwiki-mk mw-list-item"><a href="https://mk.wikipedia.org/wiki/%D0%9E%D1%80%D0%B3%D0%B0%D0%BD%D0%B8%D0%B7%D0%B0%D1%86%D0%B8%D1%98%D0%B0_%D1%81%D0%BE_%D0%B2%D0%B8%D1%81%D0%BE%D0%BA%D0%BE_%D0%BD%D0%B8%D0%B2%D0%BE_%D0%BD%D0%B0_%D0%B4%D0%BE%D0%B2%D0%B5%D1%80%D0%BB%D0%B8%D0%B2%D0%BE%D1%81%D1%82" title="Организација со високо ниво на доверливост – Macedonian" lang="mk" hreflang="mk" data-title="Организација со високо ниво на доверливост" data-language-autonym="Македонски" data-language-local-name="Macedonian" class="interlanguage-link-target"><span>Македонски</span></a></li><li class="interlanguage-link interwiki-nl mw-list-item"><a href="https://nl.wikipedia.org/wiki/High_reliability_organization" title="High reliability organization – Dutch" lang="nl" hreflang="nl" data-title="High reliability organization" data-language-autonym="Nederlands" data-language-local-name="Dutch" class="interlanguage-link-target"><span>Nederlands</span></a></li>
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<div id="mw-content-text" class="mw-body-content"><div class="mw-content-ltr mw-parser-output" lang="en" dir="ltr" data-mw-parsoid-version="0.24.0.0-alpha21" data-mw-html-version="2.8.0"><section data-mw-section-id="0" id="mwAQ"><div class="shortdescription nomobile noexcerpt noprint searchaux" style="display:none" about="#mwt1" typeof="mw:Transclusion" id="mwAg" data-mw='{"parts":[{"template":{"target":{"wt":"Short description","href":"./Template:Short_description"},"params":{"1":{"wt":"Organization successful in avoiding catastrophes where accidents are expected due to risk"}},"i":0}}]}'>Organization successful in avoiding catastrophes where accidents are expected due to risk</div><span class="mw-empty-elt" about="#mwt1"><link rel="mw:PageProp/Category" href="./Category:Articles_with_short_description"/><link rel="mw:PageProp/Category" href="./Category:Short_description_is_different_from_Wikidata"/></span>
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<p id="mwBQ">A <b id="mwBg">high reliability organization</b> (<b id="mwBw">HRO</b>) is an <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Organization" title="Organization" id="mwCA">organization</a> that has succeeded in avoiding catastrophes in an environment where <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Normal_accident" title="Normal accident" class="mw-redirect" id="mwCQ">normal accidents</a> can be expected due to <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Risk_factor" title="Risk factor" id="mwCg">risk factors</a> and <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Complex_system" title="Complex system" id="mwCw">complexity</a>.</p>
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<p id="mwDA">Important case studies in HRO research include both studies of disasters (e.g., <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Three_Mile_Island_accident" title="Three Mile Island accident" id="mwDQ">Three Mile Island nuclear incident</a>, the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Space_Shuttle_Challenger_disaster" title="Space Shuttle Challenger disaster" id="mwDg">Challenger Disaster</a> and <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Space_Shuttle_Columbia_disaster" title="Space Shuttle Columbia disaster" id="mwDw">Columbia Disaster</a>, the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Bhopal_disaster" title="Bhopal disaster" id="mwEA">Bhopal chemical leak</a>, the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Chernobyl_disaster" title="Chernobyl disaster" id="mwEQ">Chernobyl Disaster</a>, the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Tenerife_disaster" title="Tenerife disaster" class="mw-redirect" id="mwEg">Tenerife air crash</a>, the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Mann_Gulch_fire" title="Mann Gulch fire" id="mwEw">Mann Gulch forest fire</a>, the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/1994_Black_Hawk_shootdown_incident" title="1994 Black Hawk shootdown incident" id="mwFA">Black Hawk friendly fire incident in Iraq</a>) and HROs like the air traffic control system, naval aircraft carriers, and nuclear power operations.</p>
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</section><section data-mw-section-id="1" id="mwFQ" aria-labelledby="History"><div class="mw-heading mw-heading2"><h2 id="History">History</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=High_reliability_organization&action=edit&section=1" title="Edit section: History"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div>
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<p id="mwFg">HRO theory is derived from <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Normal_accident" title="Normal accident" class="mw-redirect" id="mwFw">normal accident</a> theory, which led a group of researchers at the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/University_of_California,_Berkeley" title="University of California, Berkeley" id="mwGA">University of California, Berkeley</a> (Todd LaPorte, Gene Rochlin, and Karlene Roberts) to study how organizations working with complex and hazardous systems operated <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Error_free?action=edit&redlink=1" title="Error free (page does not exist)" class="new" typeof="mw:LocalizedAttrs" id="mwGQ" data-mw-i18n='{"title":{"lang":"x-page","key":"red-link-title","params":["Error free"]}}'>error free</a>.<sup about="#mwt6" class="mw-ref reference" id="cite_ref-1" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-1"}}'><a href="#cite_note-1" id="mwGg"><span class="mw-reflink-text" id="mwGw"><span class="cite-bracket" id="mwHA">[</span>1<span class="cite-bracket" id="mwHQ">]</span></span></a></sup><sup about="#mwt9" class="mw-ref reference" id="cite_ref-2" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-2"}}'><a href="#cite_note-2" id="mwHg"><span class="mw-reflink-text" id="mwHw"><span class="cite-bracket" id="mwIA">[</span>2<span class="cite-bracket" id="mwIQ">]</span></span></a></sup> They researched three organizations: United States nuclear aircraft carriers (in partnership with Rear Admiral (ret.) Tom Mercer on the USS Carl Vinson), the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Federal_Aviation_Administration" title="Federal Aviation Administration" id="mwIg">Federal Aviation Administration</a>'s Air Traffic Control system (and commercial aviation more generally), and nuclear power operations (Pacific Gas and Electric's Diablo Canyon reactor).</p>
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<p id="mwIw">The result of this initial work was the defining characteristics of HROs hold in common:<sup about="#mwt12" class="mw-ref reference" id="cite_ref-3" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-3"}}'><a href="#cite_note-3" id="mwJA"><span class="mw-reflink-text" id="mwJQ"><span class="cite-bracket" id="mwJg">[</span>3<span class="cite-bracket" id="mwJw">]</span></span></a></sup></p>
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<ol id="mwKA"><li id="mwKQ">"Hyper<a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Complexity" title="Complexity" id="mwKg">complexity</a>" – extreme variety of components, systems, and levels.</li>
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<li id="mwKw"><a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Tight_coupling" title="Tight coupling" class="mw-redirect" id="mwLA">Tight coupling</a> – reciprocal interdependence across many units and levels.</li>
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<li id="mwLQ">Distinguishable hierarchy – multiple levels, each with its own elaborate control and regulating mechanisms.</li>
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<li id="mwLg">Large numbers of decision makers in complex communication networks – characterized by a thorough network of peer-reviewed control and informational systems.</li>
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<li id="mwLw">Discernable degree of <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Accountability" title="Accountability" id="mwMA">accountability</a> that reinforces <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Organizational_commitment" title="Organizational commitment" id="mwMQ">organizational commitment</a> high quality work – strict adherence to a set performance standard, in which deviation results in additional training or corrective action.</li>
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<li id="mwMg">High frequency of immediate feedback about decisions.</li>
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<li id="mwMw">Compressed time factors – cycles of major activities are measured in seconds.</li>
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<li id="mwNA">More than one critical outcome that must happen simultaneously – simultaneity signifies both the complexity of operations as well as the inability to withdraw or modify operations decisions.</li></ol>
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<p id="mwNQ">While many organizations display some of these characteristics, HROs display them all simultaneously.</p>
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<p id="mwNg">Normal Accident and HRO theorists agreed that interactive complexity and tight coupling can, theoretically, lead to a system accident. However, they hold different opinions on whether those system accidents are inevitable or are manageable. Serious accidents in high risk, hazardous operations can be prevented through a combination of organizational design, culture, management, and human choice. Theorists of both schools place a lot of emphasis on human interaction with the system as either cause (Normal Accident Theory - NAT) or prevention (HRO) of a systems accident.<sup about="#mwt13" class="mw-ref reference" id="cite_ref-:0_4-0" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{"name":":0"}}'><a href="#cite_note-:0-4" id="mwNw"><span class="mw-reflink-text" id="mwOA"><span class="cite-bracket" id="mwOQ">[</span>4<span class="cite-bracket" id="mwOg">]</span></span></a></sup> High reliability organization theory and HROs are often contrasted against <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Charles_Perrow" title="Charles Perrow" id="mwOw">Charles Perrow</a>'s Normal Accident Theory <sup about="#mwt14" class="mw-ref reference" id="cite_ref-5" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-5"}}'><a href="#cite_note-5" id="mwPA"><span class="mw-reflink-text" id="mwPQ"><span class="cite-bracket" id="mwPg">[</span>5<span class="cite-bracket" id="mwPw">]</span></span></a></sup>(see Sagan <sup about="#mwt15" class="mw-ref reference" id="cite_ref-6" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-6"}}'><a href="#cite_note-6" id="mwQA"><span class="mw-reflink-text" id="mwQQ"><span class="cite-bracket" id="mwQg">[</span>6<span class="cite-bracket" id="mwQw">]</span></span></a></sup> for a comparison of HRO and NAT). NAT represents Perrow's attempt to translate his understanding of the disaster at Three Mile Island nuclear facility into a more general formulation of accidents and disasters. Perrow's 1984 book also included chapters on petrochemical plants, aviation accidents, naval accidents, "earth-based system" accidents (dam breaks, earthquakes), and "exotic" accidents (genetic engineering, military operations, and space flight).<sup about="#mwt16" class="mw-ref reference" id="cite_ref-7" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-7"}}'><a href="#cite_note-7" id="mwRA"><span class="mw-reflink-text" id="mwRQ"><span class="cite-bracket" id="mwRg">[</span>7<span class="cite-bracket" id="mwRw">]</span></span></a></sup> At Three Mile Island the technology was tightly coupled due to time-dependent processes, invariant sequences, and limited slack. The technological deficiencies were a result of unforeseen concatenations, that ultimately resulted in the conjoined collapse of a <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Complex_system" title="Complex system" id="mwSA">complex system</a>. Perrow hypothesized that regardless of the effectiveness of management and operations, accidents in systems that are characterized by tight coupling and interactive complexity will be normal or inevitable as they often cannot be foreseen or prevented. This view, described by some theorists as boldly technologically deterministic, contrasts with the view of HRO proponents, who argued that high-risk, high-hazard organizations can function safely despite the hazards of complex systems. Despite their differences, NAT and HRO theory share a focus on the social and organizational underpinnings of <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/System_safety" title="System safety" id="mwSQ">system safety</a> and accident causation/prevention. As research continued, a body of knowledge emerged based on the studying of a variety of organizations. For example, a fire incident command system,<sup about="#mwt17" class="mw-ref reference" id="cite_ref-8" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-8"}}'><a href="#cite_note-8" id="mwSg"><span class="mw-reflink-text" id="mwSw"><span class="cite-bracket" id="mwTA">[</span>8<span class="cite-bracket" id="mwTQ">]</span></span></a></sup> Loma Linda Hospital's Pediatric Intensive Care Unit,<sup about="#mwt18" class="mw-ref reference" id="cite_ref-9" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-9"}}'><a href="#cite_note-9" id="mwTg"><span class="mw-reflink-text" id="mwTw"><span class="cite-bracket" id="mwUA">[</span>9<span class="cite-bracket" id="mwUQ">]</span></span></a></sup> and the California Independent System Operator <sup about="#mwt19" class="mw-ref reference" id="cite_ref-10" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-10"}}'><a href="#cite_note-10" id="mwUg"><span class="mw-reflink-text" id="mwUw"><span class="cite-bracket" id="mwVA">[</span>10<span class="cite-bracket" id="mwVQ">]</span></span></a></sup> were all studied as examples of HROs.</p>
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<p id="mwVg">Although they may seem diverse, these organizations have a number of similarities. First, they operate in rigid social and political environments. Second, their technologies are high-risk and present the potential for error. Third, the severity and scale of possible consequences from errors or mistakes precludes learning through <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Experimentation" title="Experimentation" class="mw-redirect" id="mwVw">experimentation</a>. Finally, these organizations all use complex processes to manage complex technologies and complex work to avoid <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Failure" title="Failure" id="mwWA">failure</a>. HROs share many properties with other high-performing organizations including highly trained-personnel, continuous training, effective reward systems, frequent process audits and continuous improvement efforts. Yet other properties such as an organization-wide sense of vulnerability, a widely distributed sense of responsibility and accountability for reliability, concern about misperception, misconception and misunderstanding that is generalized across a wide set of tasks, operations, and assumptions, pessimism about possible failures, redundancy and a variety of checks and counter checks as a precaution against potential mistakes are more distinctive.<sup about="#mwt20" class="mw-ref reference" id="cite_ref-11" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-11"}}'><a href="#cite_note-11" id="mwWQ"><span class="mw-reflink-text" id="mwWg"><span class="cite-bracket" id="mwWw">[</span>11<span class="cite-bracket" id="mwXA">]</span></span></a></sup></p>
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<p id="mwXQ">Defining high reliability and specifying what constitutes a HRO has presented some challenges. Roberts <sup about="#mwt21" class="mw-ref reference" id="cite_ref-Roberts,_K._H._1990_12-0" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{"name":"Roberts, K. H. 1990"},"body":{"id":"mw-reference-text-cite_note-Roberts,_K._H._1990-12"}}'><a href="#cite_note-Roberts,_K._H._1990-12" id="mwXg"><span class="mw-reflink-text" id="mwXw"><span class="cite-bracket" id="mwYA">[</span>12<span class="cite-bracket" id="mwYQ">]</span></span></a></sup> initially proposed that high reliability organizations are a subset of hazardous organizations that have enjoyed a record of high safety over long periods of time. Specifically she argued that: “One can identify this subset by answering the question, “how many times could this organization have failed resulting in catastrophic consequences that it did not?” If the answer is on the order of tens of thousands of times the organization is “high reliability”” <sup about="#mwt22" class="mw-ref reference" id="cite_ref-Roberts,_K._H._1990_12-1" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{"name":"Roberts, K. H. 1990"}}'><a href="#cite_note-Roberts,_K._H._1990-12" id="mwYg"><span class="mw-reflink-text" id="mwYw"><span class="cite-bracket" id="mwZA">[</span>12<span class="cite-bracket" id="mwZQ">]</span></span></a></sup>(p. 160). More recent definitions have built on this starting point but emphasized the dynamic nature of producing reliability (i.e., constantly seeking to improve reliability and intervening both to prevent errors and failures and to cope and recover quickly should errors become manifest). Some researchers view HROs as reliability-seeking rather than reliability-achieving. Reliability-seeking organizations are not distinguished by their absolute errors or <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Accident_rate?action=edit&redlink=1" title="Accident rate (page does not exist)" class="new" typeof="mw:LocalizedAttrs" id="mwZg" data-mw-i18n='{"title":{"lang":"x-page","key":"red-link-title","params":["Accident rate"]}}'>accident rate</a>, but rather by their “effective management of innately risky technologies through organizational control of both hazard and probability” <sup about="#mwt23" class="mw-ref reference" id="cite_ref-13" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-13"}}'><a href="#cite_note-13" id="mwZw"><span class="mw-reflink-text" id="mwaA"><span class="cite-bracket" id="mwaQ">[</span>13<span class="cite-bracket" id="mwag">]</span></span></a></sup>(p.<span typeof="mw:Entity" id="mwaw"> </span>14). Consequently, the phrase "high reliability" has come to mean that high risk and high effectiveness can co-exist, for organizations that must perform well under trying conditions, and that it takes intensive effort to do so.</p>
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<p id="mwbA">While the early research focused on high risk industries, other expressed interest in HROs and sought to emulate their success. A key turning point was Karl Weick, <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Kathleen_M._Sutcliffe" title="Kathleen M. Sutcliffe" id="mwbQ">Kathleen M. Sutcliffe</a>, and David Obstfeld's <sup about="#mwt24" class="mw-ref reference" id="cite_ref-14" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-14"}}'><a href="#cite_note-14" id="mwbg"><span class="mw-reflink-text" id="mwbw"><span class="cite-bracket" id="mwcA">[</span>14<span class="cite-bracket" id="mwcQ">]</span></span></a></sup> reconceptualization of the literature on high reliability. These researchers systematically reviewed the case study literature on HROs and illustrated how the infrastructure of high reliability was grounded in processes of collective mindfulness which are indicated by a preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, commitment to resilience, and deference to expertise. In other words, HROs are distinctive because of their efforts to organize in ways that increase the quality of attention across the organization, thereby enhancing people's alertness and awareness to details so that they can detect subtle ways in which contexts vary and call for contingent responding (i.e., collective mindfulness). This construct was elaborated and refined as mindful organizing in Weick and Sutcliffe's 2001 and 2007 editions of their book Managing the Unexpected.<sup about="#mwt25" class="mw-ref reference" id="cite_ref-15" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-15"}}'><a href="#cite_note-15" id="mwcg"><span class="mw-reflink-text" id="mwcw"><span class="cite-bracket" id="mwdA">[</span>15<span class="cite-bracket" id="mwdQ">]</span></span></a></sup><sup about="#mwt26" class="mw-ref reference" id="cite_ref-16" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-16"}}'><a href="#cite_note-16" id="mwdg"><span class="mw-reflink-text" id="mwdw"><span class="cite-bracket" id="mweA">[</span>16<span class="cite-bracket" id="mweQ">]</span></span></a></sup> Mindful organizing forms a basis for individuals to interact continuously as they develop, refine and update a shared understanding of the situation they face and their capabilities to act on that understanding. Mindful organizing proactively triggers actions that forestall and contain errors and crises and requires leaders and employees to pay close attention to shaping the social and relational infrastructure of the organization. They establish a set of interrelated organizing processes and practices, which jointly contribute to the system's (e.g., team, unit, organization) overall <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Safety_culture" title="Safety culture" id="mweg">safety culture</a>.</p>
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</section><section data-mw-section-id="2" id="mwew" aria-labelledby="Characteristics"><div class="mw-heading mw-heading2"><h2 id="Characteristics">Characteristics</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=High_reliability_organization&action=edit&section=2" title="Edit section: Characteristics"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div>
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<p id="mwfA">Successful organizations in high-risk industries continually "reinvent" themselves. For example, when an incident command team realizes what they thought was a garage fire has now changed into a hazardous material incident, they completely restructure their response organization.</p>
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<p id="mwfQ">There are five characteristics of HROs that have been identified <sup about="#mwt29" class="mw-ref reference" id="cite_ref-17" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{},"body":{"id":"mw-reference-text-cite_note-17"}}'><a href="#cite_note-17" id="mwfg"><span class="mw-reflink-text" id="mwfw"><span class="cite-bracket" id="mwgA">[</span>17<span class="cite-bracket" id="mwgQ">]</span></span></a></sup> as responsible for the "mindfulness" that keeps them working well when facing unexpected situations.</p>
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<dl id="mwgg"><dt id="mwgw">Preoccupation with failure</dt><dd id="mwhA"><i id="mwhQ">HROs treat anomalies as symptoms of a problem with the system</i>. The latent organizational weaknesses that contribute to small errors can also contribute to larger problems, so <i id="mwhg"><a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Error_reporting" title="Error reporting" class="mw-redirect" id="mwhw">errors are reported</a> promptly</i> so problems can be found and fixed.</dd>
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<dt id="mwiA">Reluctance to simplify interpretations</dt><dd id="mwiQ">HROs take deliberate steps to comprehensively understand the work environment as well as a specific situation. They are cognizant that the operating environment is very complex, so they look across system boundaries to determine the path of problems (where they started, where they may end up) and value a diversity of experience and opinions.</dd>
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<dt id="mwig">Sensitivity to operations</dt><dd id="mwiw">HROs are continuously sensitive to unexpected changed conditions. They <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/System_monitor" title="System monitor" id="mwjA">monitor</a> the systems’ safety and security barriers and controls to ensure they remain in place and operate as intended. <i id="mwjQ"><a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Situational_awareness" title="Situational awareness" class="mw-redirect" id="mwjg">Situational awareness</a></i> is extremely important to HROs.</dd>
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<dt id="mwjw">Commitment to <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Resilience_(engineering_and_construction)" title="Resilience (engineering and construction)" id="mwkA">resilience</a></dt><dd id="mwkQ">HROs develop the capability to detect, contain, and recover from errors. Errors will happen, but HROs are not paralyzed by them.</dd>
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<dt id="mwkg">Deference to <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Expertise" title="Expertise" class="mw-redirect" id="mwkw">expertise</a></dt><dd id="mwlA">HROs follow typical communication hierarchy during routine operations, but defer to the person with the expertise to solve the problem during upset conditions. <i id="mwlQ">During a crisis, decisions are made at the front line</i> and authority migrates to the person who can solve the problem, regardless of their hierarchical rank.</dd></dl>
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<p id="mwlg">Although the original research and early application of HRO theory into practice occurred in high risk industries, research covers a wide variety of applications and settings. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Health_care" title="Health care" id="mwlw">Health care</a> has been the largest practitioner area during the early 2010s.<sup about="#mwt32" class="mw-ref reference" id="cite_ref-:0_4-1" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{"name":":0"},"body":{"id":"mw-reference-text-cite_note-:0-4"}}'><a href="#cite_note-:0-4" id="mwmA"><span class="mw-reflink-text" id="mwmQ"><span class="cite-bracket" id="mwmg">[</span>4<span class="cite-bracket" id="mwmw">]</span></span></a></sup> The applications of <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Crew_Resource_Management" title="Crew Resource Management" class="mw-redirect" id="mwnA">Crew Resource Management</a> is another area of focus for leaders in HROs requiring competent behavior systems measurement and intervention.<sup about="#mwt35" class="mw-ref reference" id="cite_ref-:1_18-0" rel="dc:references" typeof="mw:Extension/ref" data-mw='{"name":"ref","attrs":{"name":":1"},"body":{"id":"mw-reference-text-cite_note-:1-18"}}'><a href="#cite_note-:1-18" id="mwnQ"><span class="mw-reflink-text" id="mwng"><span class="cite-bracket" id="mwnw">[</span>18<span class="cite-bracket" id="mwoA">]</span></span></a></sup> <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Wildfire" title="Wildfire" id="mwoQ">Wildfires</a> create complex and very dynamic mega-crisis situations across the globe every year. U.S. wildland firefighters, often organized using the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Incident_Command_System" title="Incident Command System" id="mwog">Incident Command System</a> into flexible inter-agency <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Incident_management_team" title="Incident management team" id="mwow">incident management teams</a>, are not only called upon to "bring order to chaos" in the mega-fires of the <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Climate_crisis" title="Climate crisis" id="mwpA">climate emergency</a> epoch, they also are requested on "all-hazard events" like <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Hurricane" title="Hurricane" class="mw-redirect" id="mwpQ">hurricanes</a>, floods and earthquakes. The <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Wildland_Fire_Lessons_Learned_Center" title="Wildland Fire Lessons Learned Center" id="mwpg">U.S. Wildland Fire Lessons Learned Center</a> has been providing education and training to the wildland fire community on high reliability since 2002.</p>
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<p id="mwpw">HRO behaviors can be developed into high-functioning skills of anticipation and resilience. Learning organizations that strive for high performance in things they can plan for, can become HROs that are able to better manage unexpected events that by definition cannot be planned for.</p>
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</section><section data-mw-section-id="3" id="mwqA" aria-labelledby="Notes"><div class="mw-heading mw-heading2"><h2 id="Notes">Notes</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=High_reliability_organization&action=edit&section=3" title="Edit section: Notes"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div>
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<div class="mw-references-wrap mw-references-columns" typeof="mw:Extension/references" about="#mwt38" id="mwqw" data-mw='{"name":"references","attrs":{"group":"","responsive":"1"},"body":{"extsrc":""}}'><ol class="mw-references references" id="mwrA"><li about="#cite_note-1" id="cite_note-1" data-mw-footnote-number="1"><span class="mw-cite-backlink" id="mwrQ"><a href="#cite_ref-1" rel="mw:referencedBy" id="mwrg"><span class="mw-linkback-text" id="mwrw">↑</span></a></span> <span id="mw-reference-text-cite_note-1" class="mw-reference-text reference-text"><style data-mw-deduplicate="TemplateStyles:r1333433106" typeof="mw:Extension/templatestyles mw:Transclusion" about="#mwt4" id="mwsA" data-mw='{"name":"templatestyles","attrs":{"src":"Module:Citation/CS1/styles.css"},"body":{"extsrc":""},"parts":[{"template":{"target":{"wt":"Cite journal","href":"./Template:Cite_journal"},"params":{"last":{"wt":"Rochlin"},"first":{"wt":"Gene I."},"date":{"wt":"1996-06-01"},"title":{"wt":"Reliable Organizations: Present Research and Future Directions"},"journal":{"wt":"Journal of Contingencies and Crisis Management"},"language":{"wt":"en"},"volume":{"wt":"4"},"issue":{"wt":"2"},"pages":{"wt":"55–59"},"doi":{"wt":"10.1111/j.1468-5973.1996.tb00077.x"},"issn":{"wt":"1468-5973"}},"i":0}}]}'>.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#bf3c2c)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#bf3c2c)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFRochlin1996" class="citation journal cs1" about="#mwt4">Rochlin, Gene I. (1996-06-01). "Reliable Organizations: Present Research and Future Directions". <i id="mwsQ">Journal of Contingencies and Crisis Management</i>. <b id="mwsg">4</b> (2): <span class="nowrap" id="mwsw">55–</span>59. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Doi_(identifier)" title="Doi (identifier)" class="mw-redirect" id="mwtA">doi</a>:<a rel="mw:ExtLink nofollow" href="https://doi.org/10.1111%2Fj.1468-5973.1996.tb00077.x" class="external text" id="mwtQ">10.1111/j.1468-5973.1996.tb00077.x</a>. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/ISSN_(identifier)" title="ISSN (identifier)" class="mw-redirect" id="mwtg">ISSN</a><span typeof="mw:Entity" id="mwtw"> </span><a rel="mw:ExtLink nofollow" href="https://search.worldcat.org/issn/1468-5973" class="external text" id="mwuA">1468-5973</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Journal+of+Contingencies+and+Crisis+Management&rft.atitle=Reliable+Organizations%3A+Present+Research+and+Future+Directions&rft.volume=4&rft.issue=2&rft.pages=55-59&rft.date=1996-06-01&rft_id=info%3Adoi%2F10.1111%2Fj.1468-5973.1996.tb00077.x&rft.issn=1468-5973&rft.aulast=Rochlin&rft.aufirst=Gene+I.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AHigh+reliability+organization" class="Z3988" about="#mwt4" id="mwuQ"></span></span></li>
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<li about="#cite_note-2" id="cite_note-2" data-mw-footnote-number="2"><span class="mw-cite-backlink" id="mwug"><a href="#cite_ref-2" rel="mw:referencedBy" id="mwuw"><span class="mw-linkback-text" id="mwvA">↑</span></a></span> <span id="mw-reference-text-cite_note-2" class="mw-reference-text reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1333433106" about="#mwt7" typeof="mw:Extension/templatestyles mw:Transclusion" id="mwvQ" data-mw='{"name":"templatestyles","attrs":{"src":"Module:Citation/CS1/styles.css"},"body":{"extsrc":""},"parts":[{"template":{"target":{"wt":"Cite journal","href":"./Template:Cite_journal"},"params":{"last":{"wt":"Roberts"},"first":{"wt":"K.H."},"date":{"wt":"1989"},"title":{"wt":"New challenges in organizational research: High reliability organizations"},"journal":{"wt":"Organization & Environment"},"volume":{"wt":"3"},"issue":{"wt":"2"},"pages":{"wt":"111–125"},"doi":{"wt":"10.1177/108602668900300202"},"bibcode":{"wt":"1989OrgEn...3..111R"}},"i":0}}]}'/><cite id="CITEREFRoberts1989" class="citation journal cs1" about="#mwt7">Roberts, K.H. (1989). "New challenges in organizational research: High reliability organizations". <i id="mwvg">Organization & Environment</i>. <b id="mwvw">3</b> (2): <span class="nowrap" id="mwwA">111–</span>125. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Bibcode_(identifier)" title="Bibcode (identifier)" class="mw-redirect" id="mwwQ">Bibcode</a>:<a rel="mw:ExtLink nofollow" href="https://ui.adsabs.harvard.edu/abs/1989OrgEn...3..111R" class="external text" id="mwwg">1989OrgEn...3..111R</a>. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Doi_(identifier)" title="Doi (identifier)" class="mw-redirect" id="mwww">doi</a>:<a rel="mw:ExtLink nofollow" href="https://doi.org/10.1177%2F108602668900300202" class="external text" id="mwxA">10.1177/108602668900300202</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Organization+%26+Environment&rft.atitle=New+challenges+in+organizational+research%3A+High+reliability+organizations&rft.volume=3&rft.issue=2&rft.pages=111-125&rft.date=1989&rft_id=info%3Adoi%2F10.1177%2F108602668900300202&rft_id=info%3Abibcode%2F1989OrgEn...3..111R&rft.aulast=Roberts&rft.aufirst=K.H.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AHigh+reliability+organization" class="Z3988" about="#mwt7" id="mwxQ"></span></span></li>
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<li about="#cite_note-3" id="cite_note-3" data-mw-footnote-number="3"><span class="mw-cite-backlink" id="mwxg"><a href="#cite_ref-3" rel="mw:referencedBy" id="mwxw"><span class="mw-linkback-text" id="mwyA">↑</span></a></span> <span id="mw-reference-text-cite_note-3" class="mw-reference-text reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1333433106" about="#mwt10" typeof="mw:Extension/templatestyles mw:Transclusion" id="mwyQ" data-mw='{"name":"templatestyles","attrs":{"src":"Module:Citation/CS1/styles.css"},"body":{"extsrc":""},"parts":[{"template":{"target":{"wt":"Cite journal","href":"./Template:Cite_journal"},"params":{"last1":{"wt":"Roberts"},"first1":{"wt":"K.H."},"last2":{"wt":"Rousseau"},"first2":{"wt":"D.M."},"title":{"wt":"Research in nearly failure-free, high-reliability organizations: having the bubble"},"journal":{"wt":"IEEE Transactions on Engineering Management"},"language":{"wt":"en-US"},"volume":{"wt":"36"},"issue":{"wt":"2"},"pages":{"wt":"132–139"},"doi":{"wt":"10.1109/17.18830"},"year":{"wt":"1989"},"bibcode":{"wt":"1989ITEM...36..132R"}},"i":0}}]}'/><cite id="CITEREFRobertsRousseau1989" class="citation journal cs1" about="#mwt10">Roberts, K.H.; Rousseau, D.M. (1989). "Research in nearly failure-free, high-reliability organizations: having the bubble". <i id="mwyg">IEEE Transactions on Engineering Management</i>. <b id="mwyw">36</b> (2): <span class="nowrap" id="mwzA">132–</span>139. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Bibcode_(identifier)" title="Bibcode (identifier)" class="mw-redirect" id="mwzQ">Bibcode</a>:<a rel="mw:ExtLink nofollow" href="https://ui.adsabs.harvard.edu/abs/1989ITEM...36..132R" class="external text" id="mwzg">1989ITEM...36..132R</a>. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Doi_(identifier)" title="Doi (identifier)" class="mw-redirect" id="mwzw">doi</a>:<a rel="mw:ExtLink nofollow" href="https://doi.org/10.1109%2F17.18830" class="external text" id="mw0A">10.1109/17.18830</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=IEEE+Transactions+on+Engineering+Management&rft.atitle=Research+in+nearly+failure-free%2C+high-reliability+organizations%3A+having+the+bubble&rft.volume=36&rft.issue=2&rft.pages=132-139&rft.date=1989&rft_id=info%3Adoi%2F10.1109%2F17.18830&rft_id=info%3Abibcode%2F1989ITEM...36..132R&rft.aulast=Roberts&rft.aufirst=K.H.&rft.au=Rousseau%2C+D.M.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AHigh+reliability+organization" class="Z3988" about="#mwt10" id="mw0Q"></span></span></li>
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<li about="#cite_note-:0-4" id="cite_note-:0-4" data-mw-footnote-number="4"><span rel="mw:referencedBy" class="mw-cite-backlink" id="mw0g"><a href="#cite_ref-:0_4-0" id="mw0w"><span class="mw-linkback-text" id="mw1A">1</span></a> <a href="#cite_ref-:0_4-1" id="mw1Q"><span class="mw-linkback-text" id="mw1g">2</span></a></span> <span id="mw-reference-text-cite_note-:0-4" class="mw-reference-text reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1333433106" about="#mwt30" typeof="mw:Extension/templatestyles mw:Transclusion" id="mw1w" data-mw='{"name":"templatestyles","attrs":{"src":"Module:Citation/CS1/styles.css"},"body":{"extsrc":""},"parts":[{"template":{"target":{"wt":"Cite journal","href":"./Template:Cite_journal"},"params":{"last1":{"wt":"Tolk"},"first1":{"wt":"J.N."},"last2":{"wt":"Cantu"},"first2":{"wt":"J."},"last3":{"wt":"Beruvides"},"first3":{"wt":"M.G."},"date":{"wt":"2013"},"title":{"wt":"High Reliability Organization Research: A Literature Review for Health Care"},"journal":{"wt":"Engineering Management Journal"},"volume":{"wt":"27"},"issue":{"wt":"4"},"pages":{"wt":"218–237"},"doi":{"wt":"10.1080/10429247.2015.1105087"}},"i":0}}]}'/><cite id="CITEREFTolkCantuBeruvides2013" class="citation journal cs1" about="#mwt30">Tolk, J.N.; Cantu, J.; Beruvides, M.G. (2013). "High Reliability Organization Research: A Literature Review for Health Care". <i id="mw2A">Engineering Management Journal</i>. <b id="mw2Q">27</b> (4): <span class="nowrap" id="mw2g">218–</span>237. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Doi_(identifier)" title="Doi (identifier)" class="mw-redirect" id="mw2w">doi</a>:<a rel="mw:ExtLink nofollow" href="https://doi.org/10.1080%2F10429247.2015.1105087" class="external text" id="mw3A">10.1080/10429247.2015.1105087</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Engineering+Management+Journal&rft.atitle=High+Reliability+Organization+Research%3A+A+Literature+Review+for+Health+Care&rft.volume=27&rft.issue=4&rft.pages=218-237&rft.date=2013&rft_id=info%3Adoi%2F10.1080%2F10429247.2015.1105087&rft.aulast=Tolk&rft.aufirst=J.N.&rft.au=Cantu%2C+J.&rft.au=Beruvides%2C+M.G.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AHigh+reliability+organization" class="Z3988" about="#mwt30" id="mw3Q"></span></span></li>
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<li about="#cite_note-5" id="cite_note-5" data-mw-footnote-number="5"><span class="mw-cite-backlink" id="mw3g"><a href="#cite_ref-5" rel="mw:referencedBy" id="mw3w"><span class="mw-linkback-text" id="mw4A">↑</span></a></span> <span id="mw-reference-text-cite_note-5" class="mw-reference-text reference-text">Perrow, C. (1984). <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Normal_Accidents" title="Normal Accidents" id="mw4Q">Normal Accidents</a>: Living with High-Risk Technologies. New York: Basic Books.</span></li>
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<li about="#cite_note-6" id="cite_note-6" data-mw-footnote-number="6"><span class="mw-cite-backlink" id="mw4g"><a href="#cite_ref-6" rel="mw:referencedBy" id="mw4w"><span class="mw-linkback-text" id="mw5A">↑</span></a></span> <span id="mw-reference-text-cite_note-6" class="mw-reference-text reference-text">Sagan, S. D. (1993). The Limits of Safety: Organizations, Accidents, and Nuclear Weapons. Princeton, N.J.: Princeton University Press.</span></li>
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<li about="#cite_note-7" id="cite_note-7" data-mw-footnote-number="7"><span class="mw-cite-backlink" id="mw5Q"><a href="#cite_ref-7" rel="mw:referencedBy" id="mw5g"><span class="mw-linkback-text" id="mw5w">↑</span></a></span> <span id="mw-reference-text-cite_note-7" class="mw-reference-text reference-text">HRO research shares interest in complexity and errors with other work including Michael Cohen, James March, and Johan Olson's study of garbage-can decision-making processes, Barry Turner's work on man-made disasters, and Barry Staw, Lance Sandelands, and Jane Dutton's research on "threat-rigidity cycles.</span></li>
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<li about="#cite_note-8" id="cite_note-8" data-mw-footnote-number="8"><span class="mw-cite-backlink" id="mw6A"><a href="#cite_ref-8" rel="mw:referencedBy" id="mw6Q"><span class="mw-linkback-text" id="mw6g">↑</span></a></span> <span id="mw-reference-text-cite_note-8" class="mw-reference-text reference-text">Bigley, G. A., & Roberts, K. H. (2001). The Incident Command System: High-Reliability Organizing for Complex and Volatile Task Environments. Academy of Management Journal, 44(6), 1281-1300.</span></li>
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<li about="#cite_note-9" id="cite_note-9" data-mw-footnote-number="9"><span class="mw-cite-backlink" id="mw6w"><a href="#cite_ref-9" rel="mw:referencedBy" id="mw7A"><span class="mw-linkback-text" id="mw7Q">↑</span></a></span> <span id="mw-reference-text-cite_note-9" class="mw-reference-text reference-text">Madsen, P. M., Desai, V. M., Roberts, K. H., & Wong, D. (2006). Mitigating Hazards Through Continuing Design: The Birth and Evolution of a Pediatric Intensive Care Unit. Organization Science, 17(2), 239-248.</span></li>
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<li about="#cite_note-10" id="cite_note-10" data-mw-footnote-number="10"><span class="mw-cite-backlink" id="mw7g"><a href="#cite_ref-10" rel="mw:referencedBy" id="mw7w"><span class="mw-linkback-text" id="mw8A">↑</span></a></span> <span id="mw-reference-text-cite_note-10" class="mw-reference-text reference-text">Roe, E., & Schulman, P. R. (2008). High Reliability Management: Operating on the Edge. Palo Alto, CA: Stanford University Press.</span></li>
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<li about="#cite_note-11" id="cite_note-11" data-mw-footnote-number="11"><span class="mw-cite-backlink" id="mw8Q"><a href="#cite_ref-11" rel="mw:referencedBy" id="mw8g"><span class="mw-linkback-text" id="mw8w">↑</span></a></span> <span id="mw-reference-text-cite_note-11" class="mw-reference-text reference-text">Schulman, P. R. (2004). General attributes of safe organizations. Quality and Safety in Health Care. 13, Supplement II, ii39-ii44.</span></li>
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<li about="#cite_note-Roberts,_K._H._1990-12" id="cite_note-Roberts,_K._H._1990-12" data-mw-footnote-number="12"><span rel="mw:referencedBy" class="mw-cite-backlink" id="mw9A"><a href="#cite_ref-Roberts,_K._H._1990_12-0" id="mw9Q"><span class="mw-linkback-text" id="mw9g">1</span></a> <a href="#cite_ref-Roberts,_K._H._1990_12-1" id="mw9w"><span class="mw-linkback-text" id="mw-A">2</span></a></span> <span id="mw-reference-text-cite_note-Roberts,_K._H._1990-12" class="mw-reference-text reference-text">Roberts, K. H. (1990). Some Characteristics of High-Reliability Organizations. Organization Science, 1, 160-177.</span></li>
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<li about="#cite_note-13" id="cite_note-13" data-mw-footnote-number="13"><span class="mw-cite-backlink" id="mw-Q"><a href="#cite_ref-13" rel="mw:referencedBy" id="mw-g"><span class="mw-linkback-text" id="mw-w">↑</span></a></span> <span id="mw-reference-text-cite_note-13" class="mw-reference-text reference-text">Rochlin, G. I. (1993). Defining high reliability organizations in practice: A taxonomic prologue. In K. H. Roberts (Ed.). New challenges to understanding organizations (pp. 11-32). New York:Macmillan.</span></li>
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<li about="#cite_note-14" id="cite_note-14" data-mw-footnote-number="14"><span class="mw-cite-backlink" id="mw_A"><a href="#cite_ref-14" rel="mw:referencedBy" id="mw_Q"><span class="mw-linkback-text" id="mw_g">↑</span></a></span> <span id="mw-reference-text-cite_note-14" class="mw-reference-text reference-text">Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (1999). Organizing for High Reliability: Processes of Collective Mindfulness. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior (Vol. 21, pp. 81-123). Greenwich, CT: JAI Press, Inc.</span></li>
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||
<li about="#cite_note-15" id="cite_note-15" data-mw-footnote-number="15"><span class="mw-cite-backlink" id="mw_w"><a href="#cite_ref-15" rel="mw:referencedBy" id="mwAQA"><span class="mw-linkback-text" id="mwAQE">↑</span></a></span> <span id="mw-reference-text-cite_note-15" class="mw-reference-text reference-text">Weick, K. E., & Sutcliffe, K. M. (2001). Managing the Unexpected: Assuring High Performance in an Age of Complexity (1st ed.). San Francisco: Jossey-Bass.</span></li>
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<li about="#cite_note-16" id="cite_note-16" data-mw-footnote-number="16"><span class="mw-cite-backlink" id="mwAQI"><a href="#cite_ref-16" rel="mw:referencedBy" id="mwAQM"><span class="mw-linkback-text" id="mwAQQ">↑</span></a></span> <span id="mw-reference-text-cite_note-16" class="mw-reference-text reference-text">Weick, K. E., & Sutcliffe, K. M. (2007). Managing the Unexpected: Resilient Performance in and Age of Uncertainty, Second Edition. San Francisco, CA: Jossey-Bass.</span></li>
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||
<li about="#cite_note-17" id="cite_note-17" data-mw-footnote-number="17"><span class="mw-cite-backlink" id="mwAQU"><a href="#cite_ref-17" rel="mw:referencedBy" id="mwAQY"><span class="mw-linkback-text" id="mwAQc">↑</span></a></span> <span id="mw-reference-text-cite_note-17" class="mw-reference-text reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1333433106" about="#mwt27" typeof="mw:Extension/templatestyles mw:Transclusion" id="mwAQg" data-mw='{"name":"templatestyles","attrs":{"src":"Module:Citation/CS1/styles.css"},"body":{"extsrc":""},"parts":[{"template":{"target":{"wt":"cite book ","href":"./Template:Cite_book"},"params":{"last":{"wt":"Weick"},"first":{"wt":"Karl E."},"author2":{"wt":"Kathleen M. Sutcliffe"},"title":{"wt":"Managing the Unexpected - Assuring High Performance in an Age of Complexity"},"publisher":{"wt":"Jossey-Bass"},"year":{"wt":"2001"},"location":{"wt":"San Francisco, CA, USA"},"pages":{"wt":"[https://archive.org/details/managingunexpect0000weic/page/10 10–17]"},"isbn":{"wt":"978-0-7879-5627-1"},"url-access":{"wt":"registration"},"url":{"wt":"https://archive.org/details/managingunexpect0000weic/page/10"}},"i":0}}]}'/><cite id="CITEREFWeickKathleen_M._Sutcliffe2001" class="citation book cs1" about="#mwt27">Weick, Karl E.; Kathleen M. Sutcliffe (2001). <span class="id-lock-registration" title="Free registration required" id="mwAQk"><a rel="mw:ExtLink nofollow" href="https://archive.org/details/managingunexpect0000weic/page/10" class="external text" id="mwAQo"><i id="mwAQs">Managing the Unexpected - Assuring High Performance in an Age of Complexity</i></a></span>. San Francisco, CA, USA: Jossey-Bass. pp.<span typeof="mw:Entity" id="mwAQw"> </span><a rel="mw:ExtLink nofollow" href="https://archive.org/details/managingunexpect0000weic/page/10" class="external text" id="mwAQ0">10–17</a>. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/ISBN_(identifier)" title="ISBN (identifier)" class="mw-redirect" id="mwAQ4">ISBN</a><span typeof="mw:Entity" id="mwAQ8"> </span><a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Special:BookSources/978-0-7879-5627-1" title="Special:BookSources/978-0-7879-5627-1" id="mwARA"><bdi id="mwARE">978-0-7879-5627-1</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Managing+the+Unexpected+-+Assuring+High+Performance+in+an+Age+of+Complexity&rft.place=San+Francisco%2C+CA%2C+USA&rft.pages=10-17&rft.pub=Jossey-Bass&rft.date=2001&rft.isbn=978-0-7879-5627-1&rft.aulast=Weick&rft.aufirst=Karl+E.&rft.au=Kathleen+M.+Sutcliffe&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Fmanagingunexpect0000weic%2Fpage%2F10&rfr_id=info%3Asid%2Fen.wikipedia.org%3AHigh+reliability+organization" class="Z3988" about="#mwt27" id="mwARI"></span></span></li>
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<li about="#cite_note-:1-18" id="cite_note-:1-18" data-mw-footnote-number="18"><span class="mw-cite-backlink" id="mwARM"><a href="#cite_ref-:1_18-0" rel="mw:referencedBy" id="mwARQ"><span class="mw-linkback-text" id="mwARU">↑</span></a></span> <span id="mw-reference-text-cite_note-:1-18" class="mw-reference-text reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1333433106" about="#mwt33" typeof="mw:Extension/templatestyles mw:Transclusion" id="mwARY" data-mw='{"name":"templatestyles","attrs":{"src":"Module:Citation/CS1/styles.css"},"body":{"extsrc":""},"parts":[{"template":{"target":{"wt":"Cite journal","href":"./Template:Cite_journal"},"params":{"last1":{"wt":"Alavosius"},"first1":{"wt":"M.P."},"last2":{"wt":"Houmanfar"},"first2":{"wt":"R.A"},"last3":{"wt":"Anbro"},"first3":{"wt":"S.J."},"last4":{"wt":"Burleigh"},"first4":{"wt":"K."},"last5":{"wt":"Hebein"},"first5":{"wt":"C."},"date":{"wt":"2017"},"title":{"wt":"Leadership and Crew Resource Management in High-Reliability Organizations: A Competency Framework for Measuring Behaviors"},"journal":{"wt":"Journal of Organizational Behavior Management"},"volume":{"wt":"37"},"issue":{"wt":"2"},"pages":{"wt":"142–170"},"doi":{"wt":"10.1080/01608061.2017.1325825"}},"i":0}}]}'/><cite id="CITEREFAlavosiusHoumanfarAnbroBurleigh2017" class="citation journal cs1" about="#mwt33">Alavosius, M.P.; Houmanfar, R.A; Anbro, S.J.; Burleigh, K.; Hebein, C. (2017). "Leadership and Crew Resource Management in High-Reliability Organizations: A Competency Framework for Measuring Behaviors". <i id="mwARc">Journal of Organizational Behavior Management</i>. <b id="mwARg">37</b> (2): <span class="nowrap" id="mwARk">142–</span>170. <a rel="mw:WikiLink" href="https://en.wikipedia.org/wiki/Doi_(identifier)" title="Doi (identifier)" class="mw-redirect" id="mwARo">doi</a>:<a rel="mw:ExtLink nofollow" href="https://doi.org/10.1080%2F01608061.2017.1325825" class="external text" id="mwARs">10.1080/01608061.2017.1325825</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Journal+of+Organizational+Behavior+Management&rft.atitle=Leadership+and+Crew+Resource+Management+in+High-Reliability+Organizations%3A+A+Competency+Framework+for+Measuring+Behaviors&rft.volume=37&rft.issue=2&rft.pages=142-170&rft.date=2017&rft_id=info%3Adoi%2F10.1080%2F01608061.2017.1325825&rft.aulast=Alavosius&rft.aufirst=M.P.&rft.au=Houmanfar%2C+R.A&rft.au=Anbro%2C+S.J.&rft.au=Burleigh%2C+K.&rft.au=Hebein%2C+C.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AHigh+reliability+organization" class="Z3988" about="#mwt33" id="mwARw"></span></span></li>
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<a href="#" class="cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only mw-watchlink" id="ca-watchstar-sticky-header" tabindex="-1" data-event-name="watch-sticky-header"><span class="vector-icon mw-ui-icon-wikimedia-star mw-ui-icon-wikimedia-wikimedia-star cdx-button__icon"></span>
|
||
|
||
<span></span>
|
||
</a>
|
||
<a href="#" class="cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only" id="ca-edit-sticky-header" tabindex="-1" data-event-name="wikitext-edit-sticky-header"><span class="vector-icon mw-ui-icon-wikimedia-wikiText mw-ui-icon-wikimedia-wikimedia-wikiText cdx-button__icon"></span>
|
||
|
||
<span></span>
|
||
</a>
|
||
<a href="#" class="cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only" id="ca-ve-edit-sticky-header" tabindex="-1" data-event-name="ve-edit-sticky-header"><span class="vector-icon mw-ui-icon-wikimedia-edit mw-ui-icon-wikimedia-wikimedia-edit cdx-button__icon"></span>
|
||
|
||
<span></span>
|
||
</a>
|
||
<a href="#" class="cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only" id="ca-viewsource-sticky-header" tabindex="-1" data-event-name="ve-edit-protected-sticky-header"><span class="vector-icon mw-ui-icon-wikimedia-editLock mw-ui-icon-wikimedia-wikimedia-editLock cdx-button__icon"></span>
|
||
|
||
<span></span>
|
||
</a>
|
||
</div>
|
||
<div class="vector-sticky-header-buttons">
|
||
<button class="cdx-button cdx-button--weight-quiet mw-interlanguage-selector" id="p-lang-btn-sticky-header" tabindex="-1" data-event-name="ui.dropdown-p-lang-btn-sticky-header"><span class="vector-icon mw-ui-icon-wikimedia-language mw-ui-icon-wikimedia-wikimedia-language cdx-button__icon"></span>
|
||
|
||
<span>3 languages</span>
|
||
</button>
|
||
<a href="#" class="cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive" id="ca-addsection-sticky-header" tabindex="-1" data-event-name="addsection-sticky-header"><span class="vector-icon mw-ui-icon-speechBubbleAdd-progressive mw-ui-icon-wikimedia-speechBubbleAdd-progressive cdx-button__icon"></span>
|
||
|
||
<span>Add topic</span>
|
||
</a>
|
||
</div>
|
||
<div class="vector-sticky-header-icon-end">
|
||
<div class="vector-user-links">
|
||
</div>
|
||
</div>
|
||
</div>
|
||
</div>
|
||
</div>
|
||
<div class="mw-portlet mw-portlet-dock-bottom emptyPortlet" id="p-dock-bottom">
|
||
<ul>
|
||
|
||
</ul>
|
||
</div>
|
||
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|
||
<script type="application/ld+json">{"@context":"https:\/\/schema.org","@type":"Article","name":"High reliability organization","url":"https:\/\/en.wikipedia.org\/wiki\/High_reliability_organization","sameAs":"http:\/\/www.wikidata.org\/entity\/Q5757680","mainEntity":"http:\/\/www.wikidata.org\/entity\/Q5757680","author":{"@type":"Organization","name":"Contributors to Wikimedia projects"},"publisher":{"@type":"Organization","name":"Wikimedia Foundation, Inc.","logo":{"@type":"ImageObject","url":"https:\/\/www.wikimedia.org\/static\/images\/wmf-hor-googpub.png"}},"datePublished":"2005-12-02T17:34:20Z","dateModified":"2026-03-28T16:20:18Z","headline":"organizations operating complex, high-hazard domains for extended periods without serious accidents or catastrophic failures"}</script>
|
||
</body>
|
||
</html> |