Claus Rerup is an
associate professor of Organizational Behavior
at the Richard Ivey School of Business at the University of Western Ontario and
explores how coordination, politics, and
heterogeneous information influence the ways in
which employees and managers collectively learn
from (rare) events. In most cases firms
learn from an accident or crisis after the fact,
but many organizations can also learn valuable
lessons from a near disaster.
A couple of notable things:
1. The notion of “near failures” requires a basic update to many of our STS syllabi which contain numerous references to technological disasters. Certainly, my courses on STS primarily designed for engineering students cover engineering disasters at length, but fail to feature or conceptualize “near failures” and “near successes” and what might be learned about them and from them.
2. And I’m thinking explicitly about his paper “The gray zone between mindful and mindless organizing” — the notion of a gray zone between careful, mindful organizing and reckless, mindless organizing is an interesting idea where a lot of “noise” could be captured if properly conceptualized.