Description

The book examines the mechanisms that generate myopia in organizations and explores how organizations can foresee and contain unexpected events. Organizational Myopia uses well-known case studies to examine the limitations of organizations to anticipate the effects of their decisions in order to recognize signs of danger or opportunity. It aims to understand how to limit the origins of myopia and therefore increase the capacity of organizations to foresee unexpected events. Organizational Myopia uses well-known case studies to examine the limitations of organizations to anticipate the effects of their decisions in order to recognize signs of danger or opportunity. It aims to understand how to limit the origins of myopia and therefore increase the capacity of organizations to foresee unexpected events. Could the terrorist attacks on the Twin Towers have been avoided? What about the control failures in the recent global financial crisis? Behind these apparently very different events, it is possible to identify a common element of organizational myopia - a syndrome that severely limits the capacity of organizations to foresee the effects of their own decisions and to recognize signs of danger or opportunity. Organizational Myopia explores the barriers that impede organizations from identifying an effective response to the problems that they have to confront. Using real-world cases, the author investigates the mechanisms that generate myopia in organizations at the individual, organizational, and interorganizational level in contexts that are complex, uncertain, ambiguous, and changeable. This book will help readers understand how to limit the origins of myopia and therefore increase the capacity of organizations to anticipate and contain unexpected events. Introduction; 1. Cases of myopia; 2. Uncertainty and predictability in organizations; 3. The mechanisms of organizational myopia; 4. Anticipating risk: the problem of learning; 5. Implications for organizational design; Epilogue. 'The classic studies of bureaucracy emphasized how organizations made people collectively smarter. Organizational Myopia shows how and why organizations can dumb people down. Its multi-level perspective, novel analytic framework (distinguishing predictable vs. unpredictable surprises and manageable and unmanageable events) and vivid illustrations (exploding spacecraft, economic disasters, military misadventures, and many more) make [it] a book that will inform and engage seasoned scholars and novices alike.' Paul DiMaggio, A. Barton Hepburn Professor of Sociology and Public Affairs, Princeton University 'Drawing us in with unsettling tales of the dark side of organizations, Catino leads us through the diversity of things that go wrong to reveal the common patterns across famous and infamous cases of unanticipated outcomes. Creatively pulling together and analyzing a wide interdisciplinary scholarship, he offers strategies for control that target the causes of organizational blind spots. Engaging, well-written, and of crucial importance, Organizational Myopia is a must-read for students, scholars of organizations, executives, risk management specialists, policy makers, and people working in organizations of every kind.' Diane Vaughan, Columbia University 'Individuals, organizations, and collective groups routinely overestimate their own capabilities and are deaf to warning signals of pending troubles. This overconfidence has systemic features that are deftly anal