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18 Results found for: Leading in Uncertain Times

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Stop Framing Wellness Programs Around Self-Care

Leading in Uncertain Times

Writing in the Harvard Business Review, CIL Core Faculty members Michelle Barton and Kathleen Sutcliffe share insights from their research on what drives resilience in today's organizations.
Crossing Academic Boundaries for Diagnostic Safety: 10 Complex Challenges and Potential Solutions From Clinical Perspectives and High-Reliability Organizing Principles

Leading in Uncertain Times

CIL Core Faculty Kathleen Sutcliffe co-authors an article applying the lens of High Reliability Organizing to diagnostic safety in the journal Human Factors.
Sensemaking in the Time of COVID-19

Leading in Uncertain Times

The COVID-19 pandemic has created an environment that is dynamically uncertain – routines are upended, normal interactions are disrupted, and risk must be reassessed on an ongoing basis. CIL Core Faculty Michelle Barton co-authored a piece in Journal of Management Studies to explore the impact of COVID on sense making in organizations.
Conceptualizing the who, what, when, where, why and how of resilience in organizations

Leading in Uncertain Times

CIl Core Faculty Michelle Barton and Kathleen Sutcliffe publish a chapter with colleagues in the Research Handbook on Organizational Resilience
Leading for Resilience in Response to COVID-19

Leading in Uncertain Times

Resilience matters now more than ever in healthcare, with the COVID-19 pandemic putting healthcare providers and systems under unprecedented strain. CIL Core Faculty Michelle Barton, Chris Myers, and Kathleen Sutcliffe co-authored an article on resilience in BMJ Leader.
Group Resilience: The Place and Meaning of Relational Pauses

Leading in Uncertain Times

CIL Core Faculty Michelle Barton published new research on group resilience in the journal Organization Studies

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