Re-examining high reliability: actively organising for safety
When employees make sense of discrepancies between what leaders say they want and how they act (eg, differences in declared organisational policy and informal supervisory practice), they discern the organisation's collective unconscious values, beliefs and assumptions. [...]culture is shaped th...
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Published in | BMJ quality & safety Vol. 26; no. 3; pp. 248 - 251 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
England
BMJ Publishing Group LTD
01.03.2017
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Subjects | |
Online Access | Get full text |
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