By Professor Maurizio Catino

ISBN-10: 1107027039

ISBN-13: 9781107027039

May the terrorist assaults at the dual Towers were kept away from? What in regards to the fresh worldwide monetary situation? at the back of those it appears very diverse occasions it truly is attainable to spot a typical portion of organizational myopia - a syndrome that critically limits the means of companies to foresee the results in their personal judgements and to acknowledge symptoms of probability or chance. in accordance with a number of case reports, Organizational Myopia explores the obstacles that bog down corporations from settling on an efficient reaction to the issues which they need to confront. utilizing real-world situations, the writer investigates the mechanisms that generate myopia in agencies on the person, organizational and interorganizational point in contexts which are advanced, doubtful, ambiguous and changeable. This ebook may help readers know how to restrict the origins of myopia and for this reason bring up the capability of firms to count on and comprise unforeseen occasions.

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Additional resources for Organizational Myopia: Problems of Rationality and Foresight in Organizations

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There could have been no more worrying a conclusion. As it will be discussed later, Vaughan maintains that the accident was caused by perfectly rational actions, and not by errors or violations, or by irrational, impulsive, self-interested, or amoral acts. The decision to launch Challenger was made in conformity with the decisional model adopted by NASA. It was therefore that cultural and organizational model, established progressively over time, and not individual people, which had triggered the event.

The fate of Challenger had depended on a rubber gasket (the O-ring) ruined by use and the cold; the fate of Columbia had been decided by a small piece of foam that had damaged the shuttle’s cockpit. The disastrous consequences of both these events were not foreseen. By their very nature, high-risk technologies are exceptionally difficult to manage. 5 million different pieces and more than 1,000 valves. NASA itself is also highly complex, a matrix organization employing over 24,000 people. Numerous organizational units spread over a variety of sites and complex channels of information and communication.

Instead, it was analyzed and weighed according to schemata that were already in use. The problems that emerged, states the 9/11 Commission Report (NCTA 2004), were symptoms of the government’s general inability to adapt itself to dealing with the new problems and challenges of the twenty-first century. Public organizations failed to adapt their core 32 Cases of myopia capabilities to the changing environment of new terrorism. The organizational hubris of the US defense system, based on the myth of invincibility, was reinforced by the successes preceding 9/11.

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Organizational Myopia: Problems of Rationality and Foresight in Organizations by Professor Maurizio Catino


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