The recovery window
Subtitle: organizational learning following ambiguous threats in high-risk organizations
By: Amy C. Edmondson, Michael A. Roberto, Richard M.J. Bohmer, Erika M. Ferlins, Laura R. Feldman
Contributors: Roberto, Michael A.; Bohmer, Richard M. J.; Ferlins, Erika M.; Feldman, Laura R.; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 05-012; Working paper (Harvard Business School. Division of Research) -- 05-012
Publisher: Division of Research, Harvard Business School
Published: 2004
Place of publication: Boston
Language: eng
Number of pages: 47
Description: Analyzing the events surrounding the Columbia shuttle tragedy, we explore a high-risk organization's response to a recovery window, defined as the period between an ambiguous threat and a major accident (or prevented accident) in which constructive collective action is feasible. We show that Columbia's recovery window was characterized by active discounting of risk, fragmented disciplinary-based analyses, and a wait-and-see orientation to action. We propose mechanisms at three levels of analysis to explain this confirmatory response. We then suggest an alternative, preferred response to ambiguous threats in high-risk systems, characterized by over-responsiveness and a learning orientation, which we call an exploratory response. Leadership is critical to moving an organization away from the natural tendency to downplay ambiguous threats and toward an exploratory response.
Notes: "August 22, 2004"--Added t.p.

Includes bibliographical references.