What Did We Know? What Did We Do? : Making decisions in large organizations.
Material type:
TextPublisher: Ashland : Smart Business Network LLC, 2018Copyright date: ©2017Description: 1 online resource (99 pages)Content type: - text
- computer
- online resource
- 9781945389887
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Colombo | Available | CBERA000486 | ||||
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Kandy | Available | KDEBRA000486 |
Enhanced descriptions from Syndetics:
In July 1989, United Airlines Flight 232 crashed in Sioux City, Iowa. One hundred and eleven people lost their lives and numerous others were seriously injured.The accident was initiated by a small metallurgical defect in an engine rotating part. That engine was manufactured by General Electric Aircraft Engines.
When Fred Herzner learned of the fateful crash, he immediately had a suspicion that a problem he had been working on as a member of the GE engineering team may have initiated the event. When it was confirmed, Herzner questioned what he and the others might have done to break the chain of events that led to the accident. This led him on a quest to understand how decisions get made in large organizations and develop principles which could be used to help large organizations avoid being involved in events which might threaten people's lives and have grave consequences for both the organization and the people inthem.
In What Did We Know? What Did We Do? Making decisions in large organizations, Herzner shares his personal experience and uses other major disasters, such as the BP oil spill and Flint, Michigan water crisis as a means to benchmark his principles. He explains how values and culture influence the decision process and how individuals interact with the organization, and vice versa.
And, Herzner challenges readers to learn from these painful lessons and implement a new set of behaviors which, hopefully, will keep such devastating events from happening again.
Intro -- Title Page -- Copyright Page -- Dedication -- Contents -- Author's Note -- Chapter 1: The Big Leagues -- Chapter 2: The Doomsday Event -- Chapter 3: United Airlines Flight 232 -- Chapter 4: Then and Now -- Chapter 5: Money and Values - The Elephants in the Room -- Chapter 6: Organizational Culture -- Chapter 7: How and Why Decisions Are Made -- Chapter 8: UA232 - The Chain of Events -- Chapter 9: Principles -- Chapter 10: A Good "Bad" Example - BP Oil Spill -- Chapter 11: Another Good "Bad" Example - GM Ignition Switch -- Chapter 12: A Really Bad Example -- Chapter 13: Self-Inflicted Wounds -- Chapter 14: Leadership -- Chapter 15: The "Three Worlds" -- Chapter 16: Raising Issues -- Chapter 17: Everything = Nothing -- Chapter 18: Formulating a Plan -- Chapter 19: Trust But Verify -- Chapter 20: The Personal Side of the Personal World -- Chapter 21: If You Read Nothing Else, Read This -- About the Author.
In What Did We Know? What Did We Do? Making decisions in large organizations, Fred Herzner shares his personal experience and uses other major disasters, such as the BP oil spill and Flint, Michigan water crisis as a means to benchmark his principles. He explains how values and culture influence the decision process and how individuals interact with the organization, and vice versa. And, Herzner challenges readers to learn from these painful lessons and implement a new set of behaviors which, hopefully, will keep such devastating events from happening again.
Description based on publisher supplied metadata and other sources.
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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