The affective foundations of high-reliability organizing

Timothy J. Vogus · Naomi Beth Rothman · Kathleen M. Sutcliffe · Karl E. Weick

114 citations0/0 files storedJournal of Organizational Behavior

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Job Satisfaction and Organizational Behavior Occupational Health and Safety Research Team Dynamics and Performance

Abstract

The factors that compel individuals to exert the extraordinary effort needed to create high reliability—consistent error-free performance under trying conditions—remain unspecified. Here, we propose that when individuals experience emotional ambivalence and prosocial motivation, it induces the broad thinking and other-orientation that undergird mindful organizing and high reliability. Copyright © 2014 John Wiley & Sons, Ltd.

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References

1993Collective Mind in Organizations: Heedful Interrelating on Flight Decks 2008Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity.2011The Necessity of Others is The Mother of Invention: Intrinsic and Prosocial Motivations, Perspective Taking, and Creativity 2006Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning 2008Perspective—Making Doubt Generative: Rethinking the Role of Doubt in the Research Process 1999Hope: An Emotion and a Vital Coping Resource Against Despair 2006The Effects of Emotional Ambivalence on Creativity 1993The Negotiated Order of Organizational Reliability

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2016Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders 2016The Role of Affect Climate in Organizational Effectiveness 2019Emotions in Organization Theory 2016Mindfulness in Action: Discovering How U.S. Navy Seals Build Capacity for Mindfulness in High-Reliability Organizations (HROs)2019

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