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16 Results found for: Resilience & High Reliability Leadership

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Sensemaking in the Time of COVID-19

Resilience & High Reliability Leadership

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

Resilience & High Reliability Leadership

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

Resilience & High Reliability Leadership

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

Resilience & High Reliability Leadership

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