The Field Guide › Paper

Collective Mind in Organizations: Heedful Interrelating on Flight Decks

Weick · Team Learning · Administrative Science Quarterly · 1993 · Paywalled

Introduced 'collective mind' — the way groups develop heedful interrelating, a form of attentive, connected action that makes complex systems reliable. Based on naval flight deck operations. Argues that reliability is a social achievement, not a technical one, and that heedfulness — attending carefully to others' contributions — is what prevents catastrophic failure.

Connected concepts (33)

• Psychological Conditions of Personal Engagement and Disengagement at Work (paper)
• Psychological Safety and Learning Behavior in Work Teams (paper)
• Organizational Errors: Directions for Future Research (paper)
• Organizing for High Reliability: Processes of Collective Mindfulness (paper)
• Some Social and Psychological Consequences of the Longwall Method of Coal-Getting (paper)
• Working in Practice But Not in Theory: Theoretical Challenges of "High-Reliability Organizations" (paper)
• A Leader's Framework for Decision Making (paper)
• Crew Resource Mgmt
• From Safety-I to Safety-II: A White Paper (paper)
• High-Quality Relationships, Psychological Safety, and Learning from Failures in Work Organizations (paper)
• Human Error: Models and Management (paper)
• Psychological Safety Comes of Age: Observed Themes in an Established Literature (paper)
• Silenced by Fear: The Nature, Sources, and Consequences of Fear at Work (paper)
• Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams (paper)
• The Evolution of Crew Resource Management Training in Commercial Aviation (paper)
• The Safety Organizing Scale: Development and Validation of a Behavioral Measure of Safety Culture in Hospital Nursing Units (paper)
• The Vulnerable System: An Analysis of the Tenerife Air Disaster (paper)
• Airline Pilots' Perceptions of and Experiences in Crew Resource Management (CRM) Training (paper)
• Moving off the Map: How Knowledge of Organizational Operations Empowers and Alienates (paper)
• Organizational Learning: A Theory of Action Perspective (paper)
• Taming Prometheus: Talk about Safety and Culture (paper)
• The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster (paper)
• The Dark Side of Trust (paper)
• The Deepwater Horizon Explosion: Non-Technical Skills, Safety Culture, and System Complexity (paper)
• A Tale of Two Safeties (paper)
• Authority Gradients Between Team Workers in the Rail Environment: A Critical Research Gap (paper)
• How Not to Investigate an Accident (paper)
• Individual Involvement and Intervention in Quality Improvement Programmes: Using the Andon System (paper)
• Normal Accidents
• PS in Aviation
• Safety I & Safety II
• WAI vs WAD
• Sociotechnical Theory