Investigating and operationalising the mindful organising construct in an Air Traffic Control organisation

Callari, Tiziana C.; McDonald, Nick; Kirwan, Barry; Cartmale, Keith

doi:10.1016/j.ssci.2019.08.027

Cited by 21 publications

(18 citation statements)

References 41 publications

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“…He emphasises the spontaneous self-organising aspects of this, but these also require opportunities within the operational structure of everyday life. In the analysis of mindful organising in an ATC organisation (Callari, et al 2019) it is clear that while some of these opportunities exist and are well supported, changes within the organisation (particularly around training and shift handovers) were perhaps constraining these opportunities. Secondly, when one examines the dominant flows of safety information, it becomes clear that the predominant flows of information are from the local operation to the administrative centre and that flows from centre to periphery are rather attenuated.…”

Section: Advancing the Mindful Governance Modelmentioning

confidence: 99%

“…In the ATC case study (Callari et al, 2019), the research design involved semi-structured interviews with nine air traffic controllers and four supervisors or managers, plus direct observations of the operations room and analysis of documentation and information tools in use and organisational charts and job descriptions. This then led to a co-design process of a prototypical web-based application for gathering and circulating operational narratives.…”

Section: The Two Case Studiesmentioning

confidence: 99%

“…The core of the development of this case study was the analysis of a set of interviews and focus groups carried out in an ultra-safe Air Traffic Control centre (Callari et al, 2019). The focus was on how ATCOs are sensitised to detect and manage unwanted events, how the system develops collective problem-solving capabilities to face the unexpected and promptly react to it in a variable manner, how real-time communication and flow of information is promoted.…”

Section: Summary Of the Field-work Analysismentioning

confidence: 99%

“…It is this circulation of information and knowledge throughout the organisation that is at the heart of the original conception of organisational mindfulness of Weick and Sutcliffe, but which has never been operationalised as a practical and effective approach for complex ultra-safe systems. This paper builds on a sister paper (Callari, McDonald, Kirwan, Cartmale, 2019) in a two stage argument about how to address this shared problem statement:…”

Section: Introductionmentioning

confidence: 99%

“…Does the mindful organising construct and its underlining characteristics provide clear guidance on how to implement it? Callari et al (2019) provide a detailed analysis of the way in which core mindful organising concepts are understood and acted on within an Air Traffic Control Organisation. This paper joins this with a complementary case study of Airline ground operations, focussing on an analysis of operational audits and the management of safety information.…”

Section: Introductionmentioning

confidence: 99%

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A Mindful Governance model for ultra-safe organisations

et al. 2019

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Section: Advancing the Mindful Governance Modelmentioning

confidence: 99%

Section: The Two Case Studiesmentioning

confidence: 99%

Section: Summary Of the Field-work Analysismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A Mindful Governance model for ultra-safe organisations

et al. 2019

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A conceptual model of mindful organizing for effective safety and crisis management. The role of organizational culture

Петитта

Martínez-Córcoles

2022

Curr Psychol

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The Covid-19 pandemic has involved nations world-wide in the necessity to manage and control the spread of infection, and challenged organizations to effectively counteract an unchartered medical crisis while preserving the safety of workers. While the pandemic and geopolitical turmoil caused by the war in Ukraine are recent examples of complex environments that require effective safety and crisis management, organizations may generally need to find ways to deal with the unexpected and reliably perform in the face of fluctuations. Mindful organizing (MO) is defined as the collective capability to detect discriminatory details about emerging issues and act swiftly in response to these details, thus allowing members to anticipate, and recover from, any errors or unexpected events that arise. Organizational culture refers to the mindset shared among members which orients their actions and thus qualifies as a relevant contextual factor that determines whether the specific forms of perceiving and acting entailed by MO may emerge in an organization. The present paper aimed to propose a conceptual model linking organizational culture, MO and organizational outcomes (i.e., safety, reliability, crisis management), and delineate arguments to address the match/mismatch between MO and culture types. Specifically, it is proposed that organizational culture determines the way an organization develops MO and the subsequent ability to handle unexpected events which might jeopardize organizational effectiveness and safety. Our contribution bridges the still disparate fields of MO and organizational culture, and provides scholars and practitioners with a complexity- and uncertainty-sensitive integrative framework in order to intervene on organizational outcomes.

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