| 000 | 02733nam a2200421Ii 4500 | ||
|---|---|---|---|
| 001 | 9781787541993 | ||
| 003 | UtOrBLW | ||
| 005 | 20210303084920.0 | ||
| 006 | m o d | ||
| 007 | cr un||||||||| | ||
| 008 | 180917s2018 enk ob 001 0 eng d | ||
| 020 | _a9781787541993 (e-book) | ||
| 040 |
_aUtOrBLW _beng _erda _cUtOrBLW |
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| 050 | 4 |
_aHF5386 _b.N49 2018 |
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| 072 | 7 |
_aKJC _2bicssc |
|
| 072 | 7 |
_aBUS063000 _2bisacsh |
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| 080 | _a339.1 | ||
| 082 | 0 | 4 |
_a650.1 _223 |
| 100 | 1 |
_aNewman, John Steven, _eauthor. |
|
| 245 | 1 | 0 |
_aHarnessing the power of failure : _busing storytelling and systems engineering to enhance organizational learning / _cJohn Steven Newman and Stephen M. Wander. |
| 264 | 1 | _bEmerald Publishing Limited, | |
| 300 |
_a1 online resource (xiii, 234 pages) ; _ccm |
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| 500 | _aIncludes index. | ||
| 504 | _aIncludes bibliographical references. | ||
| 520 | _aFailure informs more generously and reliably than success. Failure is the best indicator of whats working and whats not in any complex system or enterprise. All failures will inevitably reveal latent defects and/or failure modes that are invariably buried within the people, processes, materials, design, manufacturing, and management that comprise the complex system. In this new framework from former NASA aerospace professionals, Newman and Wander employ a unique system failure case study (SFCS) paradigm, originally developed to stimulate systems thinking and lessons learning at NASA, that combines storytelling and systems engineering designed to enhance organizational learning.The authors employ the SFCS approach to explore a vast array of failure events in multiple sectors of transportation, industry, aerospace, construction, and critical infrastructure. They provide an Integrated Analysis seeking trends, patterns, and universally applicable insights that readers can use to recognize areas of potential vulnerability within their own activities. The authors then identify specific actions within the span of control of enterprise leaders, project managers, process owners and operators which can be implemented to manage risk in high consequence, high risk activities. | ||
| 588 | 0 | _aPrint version record | |
| 650 | 0 | _aSuccess in business. | |
| 650 | 0 | _aOrganizational learning. | |
| 650 | 7 |
_aBusiness & Economics _xStrategic Planning. _2bisacsh |
|
| 650 | 7 |
_aBusiness strategy. _2bicssc |
|
| 700 | 1 |
_aWander, Stephen M., _eauthor. |
|
| 776 | _z9781787542006 | ||
| 856 | 4 | 0 | _uhttps://www.emerald.com/insight/publication/doi/10.1108/9781787541993 |
| 999 |
_c30049 _d30049 |
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