High Reliability Organizations also called HRO manage to consistently deliver high performance over a long period of time in an extremely challenging environment. Learning the hard way is no option for HROs as they operate in areas where any mistake can have severe consequences. On top of this HROs manage to quickly adapt to changing circumstances and come up with innovative solutions to complex problems (Bierly et al. 2008). As managers from the private and public sector we were wondering what lessons we could learn from HROs. Starting from here, we had a look at research and theory behind HROs and derived five evidence-based practices you can implement in your organization.
As a manager, it is largely your responsibility to cultivate an environment where innovative ideas can be generated – and evaluated for their usefulness. Management decisions and policies can have a significant impact on how inhibited employees feel, and how free they are to express new ideas that are challenging and potentially valuable. A great deal of research exists today regarding how creativity and innovation can be boosted by management within an organization. In this Evidence-Based Learning Management Team (EBMLT), the latest research on the subject will be reviewed. Below is a broad introduction to some of the topics that will be covered.
One of the most important aspects of organizational life is that management and staff feel secure in taking risks. The concept of psychological safety is the belief that a team is safe to take interpersonal risks without negative consequences for their career (Kahn, 1990). Team members who feel accepted within their teams experience psychological safety. Recent research on psychological safety show that it is an important factor for workplace effectiveness (Edmondson & Lei, 2014).
Diversity, and the need to productively diversify, presents ongoing dilemmas in the professional world. Numerous fields that were previously relatively homogenous are slowly achieving greater parity in terms of race, gender, disability status, and other sources of distinct experience (Bijak et al, 2007). As organizations change in their demographic composition, a variety of growing pains can occur. This is particularly the case in organizations that have not prepared or adjusted for their changing workforce and its needs.