The aviation industry has reached a safety level not seen before. This is an outstanding achievement taking into consideration that global air traffic is on the rise and every new aircraft becomes technically more sophisticated. Of course, one of the reasons for this achievement is superior technology. However, without a crew that performs well technology would be useless. A considerable body of evidence indicates that one reason for this strong safety track record in aviation is due to airlines conducting Crew Resource Management trainings as means to improve team performance. Initially inspired from management as team development intervention, Crew Resource Management has become a de-facto standard in the aviation industry. Is it time for management to re-adapt what the aviation industry has developed to the next level?
In line with our critical thinking approach, in this blog post we want to look beyond the traditional management understanding of organizations as machines. Sociology has a long tradition in offering theories and systems of thought on how societies, organizations and teams work and relate to each other. One of these approaches is social systems theory. Carlton Clark has a look at this grand social theory and its implications for management practitioners.
Niklas Luhmann one of the most influential sociologists of the 20th century and father of the social systems theory once stated that organizations are made of decisions (Luhmann 2000). He even went further and argued that every decision taken builds on past decisions which accumulate to an organization’s future. On a more practical level making the right decision can be a matter of life and death in high risk environments such as aviation, medicine or the military. In business decision-making quality is a key determinant of organizational performance. We’ll have a look at the state of decision-making in the business sector and how Evidence-based Management can help you as a manager and professional to improve your decision-making quality.