Common and Uncommon Sense in Managerial Decision Making Under Task Uncertainty

Dinur, A. R., (2011). Common and uncommon sense in managerial decision making under task uncertainty. Management Decision, 49(5), 694-709. doi: 10.1108/00251741111130797 The premise of the article is an exploration of sense making from both a common and uncommon sense approach . Common sense, by most of the provided examples, was only possible in an area […]

Management Indecision

Brooks, Margaret E. (2011). Management indecision. Management Decision, 49(5), 683-693. doi: 10.1108/00251741111130788 This article focuses on indecision, which can lead to error. The author indicates there is a lot more research on making decisions than on the failure to make a decision. Society has convinced many people that it is better to choose not to act and […]

Factors to Drive Clinical Practice Improvement in a Malaysian Intensive Care Unit: Assessment of Organisational Readiness Using a Mixed Method Approach

This article addresses patient complications that are encountered by the staff in an intensive care unit in Malaysia. It addresses the need for an enhanced safety culture to address these often-preventable complications. The authors noted that there is an international drive to enhance patient safety, effectively linking this research to research already done at a […]

Learning at Air Navigation Services After Initial Training

This study addresses the need for organizational learning in a high-risk, high reliability organization. Though there was an initial training, group learning and organizational learning in an air traffic control organization was occurring spontaneously and not necessarily reaching all areas of the organization. The study sought to learn the best way to improve the safety […]