Organisational resilience with mindfulness - Revision history

Tkokotas at 15:54, 18 December 2018

2018-12-18T15:54:09Z

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			''Developed by Søren Falk Thomsen''


	'''Mindfulness''' is a term introduced by the professors Karl E. Weick and Kathleen M. Sutcliffe after studying [[Wikipedia:High_reliability_organization\|high reliability organizations]] (HRO). These organizations have no choice but to function reliable. Weick and Sutcliffe <ref name=WS>Weick, K. E. and Sutcliffe, K. M. 2001. ''Managing the unexpected: Assuring High Performance in an Age of Complexity''. San Francisco: Jossey-Bass. ISBN 0787956279<br>''Weick and Sutcliffe have studied HRO’s that have developed a way of acting with unexpected events. The processes of the HRO’s have been mapped and provide a template for all organizations that want to be more reliable in managing the unexpected. The principles and mindset behind the HRO’s is introduced as mindfulness. The authors define mindfulness as a management theory with real life examples from US Navy carriers, nuclear power plants and railway companies.''</ref> found that reliability does not mean a complete lack of variation. It is just the opposite. It takes mindful variety to assure stable high performance. The learnings and techniques from the HRO’s can be implemented in projects and in organizations who want a higher reliability.		'''Mindfulness''' is a term introduced by the professors Karl E. Weick and Kathleen M. Sutcliffe after studying [[Wikipedia:High_reliability_organization\|high reliability organizations]] (HRO). These organizations have no choice but to function reliable. Weick and Sutcliffe <ref name=WS>Weick, K. E. and Sutcliffe, K. M. 2001. ''Managing the unexpected: Assuring High Performance in an Age of Complexity''. San Francisco: Jossey-Bass. ISBN 0787956279<br>''Weick and Sutcliffe have studied HRO’s that have developed a way of acting with unexpected events. The processes of the HRO’s have been mapped and provide a template for all organizations that want to be more reliable in managing the unexpected. The principles and mindset behind the HRO’s is introduced as mindfulness. The authors define mindfulness as a management theory with real life examples from US Navy carriers, nuclear power plants and railway companies.''</ref> found that reliability does not mean a complete lack of variation. It is just the opposite. It takes mindful variety to assure stable high performance. The learnings and techniques from the HRO’s can be implemented in projects and in organizations who want a higher reliability.
	[[File:Flickr_-_Official_U.S._Navy_Imagery_-_An_airplane_launches_from_the_flight_deck..jpg\|400px\|thumb\|Right\|Figure 1: US Navy carrier example of an HRO]]		[[File:Flickr_-_Official_U.S._Navy_Imagery_-_An_airplane_launches_from_the_flight_deck..jpg\|400px\|thumb\|Right\|Figure 1: US Navy carrier example of an HRO]]

Tkokotas at 13:19, 23 November 2018

2018-11-23T13:19:18Z

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	* [[Wikipedia:Mindfulness\|Mindfulness]]		* [[Wikipedia:Mindfulness\|Mindfulness]]
	* [[Wikipedia:Reliability_engineering\|Reliability Engineering]]		* [[Wikipedia:Reliability_engineering\|Reliability Engineering]]


			[[Category:Project Management]][[Category:Uncertaity]][[Category:Risk]]

S140046 at 21:51, 28 September 2015

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 = Overview =
 In brief, mindfulness involves the ability to detect important aspects of the context and take timely, appropriate action. A well-developed capability for mindfulness catches the unexpected earlier when it is smaller, comprehends its potential importance despite the small size of the disruption, and removes, contains or rebounds from the effects of the unexpected. Managing the unexpected, mindful project managers and organizations are able to reliably deliver the task they were asked to do.
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 |In the North American railroad merger case the decisions were made from top management even though their operational expertise were outdated. Furthermore the management were only fed with information that they wanted to hear. A horrible paradigm where management were fed with biased information and insisted to make decisions at top level. This classic command-and-control bureaucracy is adequate for a stable situation but too inflexible in times of change.
 |}
 = Topics in Mindfulness =
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 * Reinforce perishable values
 * Mitigate complacency
 |}
 Read [[Creating_a_positive_culture_around_failure_in_project_management|How to create a positive culture around failure in project management]] here.
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 * [[Wikipedia:Cognition|Cognition]]
 * [[Wikipedia:Mindfulness|Mindfulness]]
 * [[Wikipedia:Reliability_engineering|Reliability Engineering]]

S140046 at 21:26, 28 September 2015

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	\| '''Reluctance to simplify'''		\| '''Reluctance to simplify'''
	\| Simplify mindfully and reluctantly. Have in mind that simplification can become too simple resulting in useless, unprecise simplifications e.g. explanations and categories. Problems faced in complex projects typically offer several options and a nuanced picture to fully understand the best solution.		\| Simplify mindfully and reluctantly. Have in mind that simplification can become too simple resulting in useless, unprecise simplifications e.g. explanations and categories. Problems faced in complex projects typically offer several options and a nuanced picture to fully understand the best solution.
	\|A merger of two North American railroad companies in 1996 resulted in a gridlock of the system from North Platte, Nebraska to Chicago. Many small errors and failures occurred after the merger, but the most obvious reason for the gridlock was an ignorant and arrogant attitude toward innovative and complex solutions. The top management insisted ~~that~~ trains are made up in central locations called classification yards, not in dispersed locations called shipper yards, satellite yards or mainline tracks. Freight shipped by railroaders are shipped by rail, not ~~barge~~. In this case the problems caused by these simplifications were overlooked until the central location or excessive grain shipments became a bottleneck causing the gridlock.		\|A merger of two North American railroad companies in 1996 resulted in a [[wikipedia:Gridlock\|gridlock]] of the system from North Platte, Nebraska to Chicago. Many small errors and failures occurred after the merger, but the most obvious reason for the [[wikipedia:Gridlock\|gridlock]] was an ignorant and arrogant attitude toward innovative and complex solutions. The top management insisted on doing like they always had done, where trains are made up in central locations called [[wikipedia:Classification_yard\|classification yards]], not in dispersed locations called shipper yards, satellite yards or mainline tracks. Freight shipped by railroaders are shipped by rail, not trucks. They insisted even though the merged rail company had successful experiences with innovative solutions. In this case the problems caused by these traditional simplifications were overlooked until the central location or excessive grain shipments became a bottleneck causing the [[wikipedia:Gridlock\|gridlock]].
	\|- style="vertical-align:top;"		\|- style="vertical-align:top;"
	\| '''Sensitivity to operations'''		\| '''Sensitivity to operations'''

S140046: /* Principles */

2015-09-28T21:15:31Z

Principles

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	Furthermore, it is important to be responsive to the changing reality of projects. This can be obtained first by controlling the progress, monitor deviations and implication on projects, and second being mindful to potential unexpected events.		Furthermore, it is important to be responsive to the changing reality of projects. This can be obtained first by controlling the progress, monitor deviations and implication on projects, and second being mindful to potential unexpected events.

	\| 1: Studies of nuclear weapons suggest that many problems arise not from a single failure, but when small deviations in different operational areas combine to create conditions that were never imagined in the plans and designs<ref name=Sagan>Sagan S.D. 1993. The limits of safety: Organizations Accidents and Nuclear Weapons. Princeton, NJ. Princeton University.<br>Sagan started his research with the belief that an accidental nuclear explosion was very low and he came to a completely different conclusion.</ref>		\| 1: Studies of nuclear weapons suggest that many problems arise not from a single failure, but when small deviations in different operational areas combine to create conditions that were never imagined in the plans and designs<ref name=Sagan>Sagan S.D. 1993. The limits of safety: Organizations Accidents and Nuclear Weapons. Princeton, NJ. Princeton University.<br>''Sagan started his research with the belief that an accidental nuclear explosion was very low and he came to a completely different conclusion.''</ref>

	2: The microcomputer industry can be characterized as a high velocity environment with a rapid and discontinuous change in demand, competitors, technology and inaccurate, unavailable or obsolete information. Decision-makers deal with this environment by paying close attention to real-time information e.g. concerning current operations or environments.		2: The microcomputer industry can be characterized as a high velocity environment with a rapid and discontinuous change in demand, competitors, technology and inaccurate, unavailable or obsolete information. Decision-makers deal with this environment by paying close attention to real-time information e.g. concerning current operations or environments.

S140046: /* Principles */

2015-09-28T21:14:58Z

Principles

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	Furthermore, it is important to be responsive to the changing reality of projects. This can be obtained first by controlling the progress, monitor deviations and implication on projects, and second being mindful to potential unexpected events.		Furthermore, it is important to be responsive to the changing reality of projects. This can be obtained first by controlling the progress, monitor deviations and implication on projects, and second being mindful to potential unexpected events.

	\| 1: Studies of nuclear weapons suggest that many problems arise not from a single failure, but when small deviations in different operational areas combine to create conditions that were never imagined in the plans and designs<ref name=Sagan>Sagan S.D. 1993. The limits of safety: Organizations Accidents and Nuclear Weapons. Princeton, NJ. Princeton University.</ref>		\| 1: Studies of nuclear weapons suggest that many problems arise not from a single failure, but when small deviations in different operational areas combine to create conditions that were never imagined in the plans and designs<ref name=Sagan>Sagan S.D. 1993. The limits of safety: Organizations Accidents and Nuclear Weapons. Princeton, NJ. Princeton University.<br>Sagan started his research with the belief that an accidental nuclear explosion was very low and he came to a completely different conclusion.</ref>

	2: The microcomputer industry can be characterized as a high velocity environment with a rapid and discontinuous change in demand, competitors, technology and inaccurate, unavailable or obsolete information. Decision-makers deal with this environment by paying close attention to real-time information e.g. concerning current operations or environments.		2: The microcomputer industry can be characterized as a high velocity environment with a rapid and discontinuous change in demand, competitors, technology and inaccurate, unavailable or obsolete information. Decision-makers deal with this environment by paying close attention to real-time information e.g. concerning current operations or environments.

S140046 at 21:02, 28 September 2015

2015-09-28T21:02:42Z

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	Weick and Sutcliffe<ref name="WS" /> have developed five principles that harness the key characteristics in mindfulness. These guidelines/principles apply upward to divisions and organizations as well as downward to teams, crews and team leaders. The principles can be adopted by anyone. Each principle is given an example from different HRO’s.		Weick and Sutcliffe<ref name="WS" /> have developed five principles that harness the key characteristics in mindfulness. These guidelines/principles apply upward to divisions and organizations as well as downward to teams, crews and team leaders. The principles can be adopted by anyone. Each principle is given an example from different HRO’s.

	{\| class="wikitable"		{\| class="wikitable" style="text-align:left;"
	\|-		\|- style="vertical-align:top;"
	! Principle		! Principle
	! Description		! Description
	! Example(s)		! Example(s)
	\|-		\|-
	\| Preoccupation with failure		\|- style="vertical-align:top;"
			\| '''Preoccupation with failure'''
	\|A preoccupation with failure focuses the organization to convert small errors and failures into organizational learnings and improvements.		\|A preoccupation with failure focuses the organization to convert small errors and failures into organizational learnings and improvements.

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	\|The airline industry encourage their personnel to report all failures and near misses generating failure catalogs. A big effort is expended in reviewing all reports to improve processes and workarounds.		\|The airline industry encourage their personnel to report all failures and near misses generating failure catalogs. A big effort is expended in reviewing all reports to improve processes and workarounds.

	\|-		\|- style="vertical-align:top;"
	\| Reluctance to simplify		\| '''Reluctance to simplify'''
	\| Simplify mindfully and reluctantly. Have in mind that simplification can become too simple resulting in useless, unprecise simplifications e.g. explanations and categories. Problems faced in complex projects typically offer several options and a nuanced picture to fully understand the best solution.		\| Simplify mindfully and reluctantly. Have in mind that simplification can become too simple resulting in useless, unprecise simplifications e.g. explanations and categories. Problems faced in complex projects typically offer several options and a nuanced picture to fully understand the best solution.
	\|A merger of two North American railroad companies in 1996 resulted in a gridlock of the system from North Platte, Nebraska to Chicago. Many small errors and failures occurred after the merger, but the most obvious reason for the gridlock was an ignorant and arrogant attitude toward innovative and complex solutions. The top management insisted that trains are made up in central locations called classification yards, not in dispersed locations called shipper yards, satellite yards or mainline tracks. Freight shipped by railroaders are shipped by rail, not barge. In this case the problems caused by these simplifications were overlooked until the central location or excessive grain shipments became a bottleneck causing the gridlock.		\|A merger of two North American railroad companies in 1996 resulted in a gridlock of the system from North Platte, Nebraska to Chicago. Many small errors and failures occurred after the merger, but the most obvious reason for the gridlock was an ignorant and arrogant attitude toward innovative and complex solutions. The top management insisted that trains are made up in central locations called classification yards, not in dispersed locations called shipper yards, satellite yards or mainline tracks. Freight shipped by railroaders are shipped by rail, not barge. In this case the problems caused by these simplifications were overlooked until the central location or excessive grain shipments became a bottleneck causing the gridlock.
	\|-		\|- style="vertical-align:top;"
	\| Sensitivity to operations		\| '''Sensitivity to operations'''
	\| An organization must have an integrated overall and aligned picture of operation. Sensitivity to operations is closely related to sensitivity to relationships. Meaning a clear and unprejudiced communication between operation and management is crucial to understand the big picture.		\| An organization must have an integrated overall and aligned picture of operation. Sensitivity to operations is closely related to sensitivity to relationships. Meaning a clear and unprejudiced communication between operation and management is crucial to understand the big picture.

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	2: The microcomputer industry can be characterized as a high velocity environment with a rapid and discontinuous change in demand, competitors, technology and inaccurate, unavailable or obsolete information. Decision-makers deal with this environment by paying close attention to real-time information e.g. concerning current operations or environments.		2: The microcomputer industry can be characterized as a high velocity environment with a rapid and discontinuous change in demand, competitors, technology and inaccurate, unavailable or obsolete information. Decision-makers deal with this environment by paying close attention to real-time information e.g. concerning current operations or environments.

	\|-		\|- style="vertical-align:top;"
	\| Commitment to resilience		\| '''Commitment to resilience'''
	\|Accommodate unexpected events and react to them quickly as they arise.		\|Accommodate unexpected events and react to them quickly as they arise.
	Resilience involves (a) the ability to absorb strain and preserve the functioning of the project; (b) ability to recover quickly; (c) ability to learn from the unexpected event and how it impacted the project.<ref name=oehmen>Oehmen, J. et al. 2015. ''Complexity Management for Projects, Programmes, and Portfolios: An Engineering Systems Perspective''. Copenhagen: PMI<br>''Oehmen et al discuss complexity, how it impacts projects, programmes and portfolios and what we can do about it. This white paper connect abstract concepts and management approaches to concrete practical examples. Introducing cutting edge tools and strategies such as network analysis, system dynamics, modularization, antifragtility and mindfulness.''</ref>.		Resilience involves (a) the ability to absorb strain and preserve the functioning of the project; (b) ability to recover quickly; (c) ability to learn from the unexpected event and how it impacted the project.<ref name=oehmen>Oehmen, J. et al. 2015. ''Complexity Management for Projects, Programmes, and Portfolios: An Engineering Systems Perspective''. Copenhagen: PMI<br>''Oehmen et al discuss complexity, how it impacts projects, programmes and portfolios and what we can do about it. This white paper connect abstract concepts and management approaches to concrete practical examples. Introducing cutting edge tools and strategies such as network analysis, system dynamics, modularization, antifragtility and mindfulness.''</ref>.

	\| In the North American railroad merger case the meltdown of operations showed an inability to bounce back when the initial problems occurred. The railroad were short of men right after the merger and they had trimmed crews, locomotives and supervisors shortly before the gridlock from Nebraska to Chicago. Slack resources is a common way to create resilience.		\| In the North American railroad merger case the meltdown of operations showed an inability to bounce back when the initial problems occurred. The railroad were short of men right after the merger and they had trimmed crews, locomotives and supervisors shortly before the gridlock from Nebraska to Chicago. Slack resources is a common way to create resilience.
	\|-		\|- style="vertical-align:top;"
	\|Deference to expertise (Collective mindfulness)		\|'''Deference to expertise (Collective mindfulness)'''
	\| Deference to expertise is about involving experts in the decision-making. The experts actively involved in the projects are more capable to give articulate solutions to problems. Rigid hierarchies have their own special vulnerability to error where errors at high levels tend to pick up and combine errors at low levels. HRO’s push decision making down where decision is made on the front line. The authority migrate to the people with the most expertise, regardless of their rank.		\| Deference to expertise is about involving experts in the decision-making. The experts actively involved in the projects are more capable to give articulate solutions to problems. Rigid hierarchies have their own special vulnerability to error where errors at high levels tend to pick up and combine errors at low levels. HRO’s push decision making down where decision is made on the front line. The authority migrate to the people with the most expertise, regardless of their rank.

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	{\| cellpadding=5 style="border:1px solid #BBB"		{\| cellpadding=5 style="border:1px solid #BBB"
	\|'''Enhancing awareness and anticipation''' \|\| '''Enhancing containment'''		\|'''Enhancing awareness and anticipation''' \|\| '''Enhancing containment'''
	\|-		\|- style="vertical-align:top;"
	\|		\|
	* Preserve a balance of values		* Preserve a balance of values

S140046 at 20:40, 28 September 2015

2015-09-28T20:40:54Z

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	= Limitations =		= Limitations =
	It is important to underline that mindfulness is not a tool – Mindfulness is a mind-set, a management theory. Thus, there is no recipe on how to implement mindfulness on projects, programs, portfolios or in organizations. The processes listed above can serve as inspiration, but have to be adjusted to fit into the context of organization and employees.		It is important to underline that mindfulness is not a tool – Mindfulness is a mind-set, a management theory. Thus, there is no recipe on how to implement mindfulness in projects, programs, portfolios or in organizations. The processes listed above can serve as inspiration, but have to be adjusted to fit into the context of organization and employees.

	Mindfulness is a complex management theory. As the principle “''Reluctance to simplify''” justify, it takes a complex idea to capture a complex phenomenon. To fully implement mindfulness and deal with the unexpected it is required to organize in a complex manner. Likewise mindfulness preach a need for complex set of ideas to understand what people are doing and why it works thus requiring workers with a certain level of receptivity and resources.		Mindfulness is a complex management theory. As the principle “''Reluctance to simplify''” justify, it takes a complex idea to capture a complex phenomenon. To fully implement mindfulness and deal with the unexpected it is required to organize in a complex manner. Likewise mindfulness preach a need for complex set of ideas to understand what people are doing and why it works thus requiring workers with a certain level of receptivity and resources.

S140046 at 20:37, 28 September 2015

2015-09-28T20:37:02Z

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	An increasing demand for resilience within [[Wikipedia:Sociotechnical_system\|sociotechnical systems]] has led to several managerial concepts preparing organisations and their project, program and portfolio managers for unexpected events. The awareness of resilience and [[Wikipedia:Antifragility\|antifragility]] is crucial for HRO’s, but all organisations can learn from the mind-set of the HRO’s. Even organisations without risks of casualties can improve their practices with mindfulness. It is a matter of context. Once the context, the precautions, the assumptions, the focus of attention is ignored, it becomes obvious that many organizations are just as exposed to the unexpected as HRO’s and just as much in need of mindfulness. E.g an unexpected shutdown at an [[Wikipedia:Assembly_line\|assembly line]] is not a severe crisis. However the supervisor did not expect any fails or shutdowns. To him it is an unexpected crisis. Unexpected events occur at all organizational levels.		An increasing demand for resilience within [[Wikipedia:Sociotechnical_system\|sociotechnical systems]] has led to several managerial concepts preparing organisations and their project, program and portfolio managers for unexpected events. The awareness of resilience and [[Wikipedia:Antifragility\|antifragility]] is crucial for HRO’s, but all organisations can learn from the mind-set of the HRO’s. Even organisations without risks of casualties can improve their practices with mindfulness. It is a matter of context. Once the context, the precautions, the assumptions, the focus of attention is ignored, it becomes obvious that many organizations are just as exposed to the unexpected as HRO’s and just as much in need of mindfulness. E.g an unexpected shutdown at an [[Wikipedia:Assembly_line\|assembly line]] is not a severe crisis. However the supervisor did not expect any fails or shutdowns. To him it is an unexpected crisis. Unexpected events occur at all organizational levels.

	Project, Program and Portfolio managers are familiar with many project management tools and they are able to define project time, costs, risks, stakeholders etc. by [[Wikipedia:Project_Management_Institute\|PMI]] standards. However, when projects become more complex e.g. in order of technical and organisational complexity, social intricacy of human behavior or uncertainty of long lifecycles, standard tools becomes inadequate. We tend to think of ourselves as rational beings, but in fact subconscious processes often drive human behavior. Not being aware of these subconscious thought processes can adversely affect projects. Mindful project managers know that they do not know everything. They know that their thoughts and impressions are affected by [[Wikipedia:Cognitive_bias\|cognitive biases]]. Thus, they must be aware of their irrationalities to act in a mindful manner and become rational and fact-based. Mindfulness is instrumental in managing the intersection between human behavior and uncertainties thus generating processes within projects, programs and portfolios that are more reliable.		Project, Program and Portfolio managers are familiar with many project management tools and they are able to define project time, costs, risks, stakeholders etc. by [[Wikipedia:Project_Management_Institute\|PMI]] standards. However, when projects become more complex e.g. in order of technical and organisational complexity, social intricacy of human behavior or uncertainty of long lifecycles, standard tools becomes inadequate. We tend to think of ourselves as rational beings, but in fact subconscious processes often drive human behavior. Not being aware of these subconscious thought processes can adversely affect projects. Mindful project managers know that they do not know everything. They know that their thoughts and impressions are affected by [[Wikipedia:Cognitive_bias\|cognitive biases]]. Thus, they must be aware of their irrationalities to act in a mindful manner and become rational and fact-based. Mindfulness is instrumental in managing the intersection between human behavior and uncertainties thus generating processes within projects, programs and portfolios that are more reliable.

	=== Principles ===		=== Principles ===

S140046 at 19:46, 28 September 2015

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	~~== Abstract ==~~		= Overview =

	An increasing demand for resilience within sociotechnical organisations has led to several managerial concepts preparing organisations for unexpected events. Thorough management is crucial in resilient organisations (check ref, Geraldi et al, 2009) and mindfulness encompass the risk of the human mind. Mindful project managers are aware of cognitive biases and irrationalities. They inspire workers to be rational and fact-based.

	Mindfulness is about keeping a high level of alertness and awareness of context and using awareness in our decision and actions <ref name=oehmen>Oehmen, J. et al. 2015. ''Complexity Management for Projects, Programmes, and Portfolios: An Engineering Systems Perspective''. Copenhagen: PMI<br>''Oehmen et al discuss complexity, how it impacts projects, programmes and portfolios and what we can do about it. This white paper connect abstract concepts and management approaches to concrete practical examples. Introducing cutting edge tools and strategies such as network analysis, system dynamics, modularization, antifragtility and mindfulness.''</ref>. This article will address how mindfulness is used as an managerial instrument to obtain resilience in an organisation. The article will define the mindfulness theory with description of the 5 principles. Furthermore complex organisations and unexpected events related to unknown/unknowns is defined. There will be a focus on “commitment to resilience” and “deference to expertise” which focusing on reacting to unexpected events hence improving the resilience in the organisation.


	~~----~~

	== Overview ==
	[[File:Flickr_-_Official_U.S._Navy_Imagery_-_An_airplane_launches_from_the_flight_deck..jpg\|400px\|thumb\|Right\|Figure 1: US Navy carrier example of an HRO]]		[[File:Flickr_-_Official_U.S._Navy_Imagery_-_An_airplane_launches_from_the_flight_deck..jpg\|400px\|thumb\|Right\|Figure 1: US Navy carrier example of an HRO]]
	Mindfulness is a term introduced by the professors Karl E. Weick and Kathleen M. Sutcliffe after studying [[Wikipedia:High_reliability_organization\|high reliability organizations]] (HRO). These organizations have no choice but to function reliable. Weick and Sutcliffe <ref name=WS>Weick, K. E. and Sutcliffe, K. M. 2001. ''Managing the unexpected: Assuring High Performance in an Age of Complexity''. San Francisco: Jossey-Bass. ISBN 0787956279<br>''Weick and Sutcliffe have studied HRO’s that have developed a way of acting with unexpected events. The processes of the HRO’s have been mapped and provide a template for all organizations that want to be more reliable in managing the unexpected. The principles and mindset behind the HRO’s is introduced as mindfulness. The authors define mindfulness as a management theory with real life examples from US Navy carriers, nuclear power plants and railway companies.''</ref> found that reliability does not mean a complete lack of variation. It is just the opposite. It takes mindful variety to assure stable high performance. The learnings and techniques from the HRO’s can be implemented in projects and in organizations who want a higher reliability.		Mindfulness is a term introduced by the professors Karl E. Weick and Kathleen M. Sutcliffe after studying [[Wikipedia:High_reliability_organization\|high reliability organizations]] (HRO). These organizations have no choice but to function reliable. Weick and Sutcliffe <ref name=WS>Weick, K. E. and Sutcliffe, K. M. 2001. ''Managing the unexpected: Assuring High Performance in an Age of Complexity''. San Francisco: Jossey-Bass. ISBN 0787956279<br>''Weick and Sutcliffe have studied HRO’s that have developed a way of acting with unexpected events. The processes of the HRO’s have been mapped and provide a template for all organizations that want to be more reliable in managing the unexpected. The principles and mindset behind the HRO’s is introduced as mindfulness. The authors define mindfulness as a management theory with real life examples from US Navy carriers, nuclear power plants and railway companies.''</ref> found that reliability does not mean a complete lack of variation. It is just the opposite. It takes mindful variety to assure stable high performance. The learnings and techniques from the HRO’s can be implemented in projects and in organizations who want a higher reliability.
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	To underline the importance of mindfulness its counterpart mindlessness is described. Mindlessness is characterized by at style of mental functioning in which people follow recipes, impose old categories to classify what they see, act with some rigidity, operate on automatic pilot, and mislabel unfamiliar new contexts as familiar old ones <ref name="WS" />		To underline the importance of mindfulness its counterpart mindlessness is described. Mindlessness is characterized by at style of mental functioning in which people follow recipes, impose old categories to classify what they see, act with some rigidity, operate on automatic pilot, and mislabel unfamiliar new contexts as familiar old ones <ref name="WS" />

	== Application ==		= Application =
	An increasing demand for resilience within [[Wikipedia:Sociotechnical_system\|sociotechnical systems]] has led to several managerial concepts preparing organisations and their project, program and portfolio managers for unexpected events. The awareness of resilience and [[Wikipedia:Antifragility\|antifragility]] is crucial for HRO’s, but all organisations can learn from the mind-set of the HRO’s. Even organisations without risks of casualties can improve their practices with mindfulness. It is a matter of context. Once the context, the precautions, the assumptions, the focus of attention is ignored, it becomes obvious that many organizations are just as exposed to the unexpected as HRO’s and just as much in need of mindfulness. E.g an unexpected shutdown at an [[Wikipedia:Assembly_line\|assembly line]] is not a severe crisis. However the supervisor did not expect any fails or shutdowns. To him it is an unexpected crisis. Unexpected events occur at all organizational levels.		An increasing demand for resilience within [[Wikipedia:Sociotechnical_system\|sociotechnical systems]] has led to several managerial concepts preparing organisations and their project, program and portfolio managers for unexpected events. The awareness of resilience and [[Wikipedia:Antifragility\|antifragility]] is crucial for HRO’s, but all organisations can learn from the mind-set of the HRO’s. Even organisations without risks of casualties can improve their practices with mindfulness. It is a matter of context. Once the context, the precautions, the assumptions, the focus of attention is ignored, it becomes obvious that many organizations are just as exposed to the unexpected as HRO’s and just as much in need of mindfulness. E.g an unexpected shutdown at an [[Wikipedia:Assembly_line\|assembly line]] is not a severe crisis. However the supervisor did not expect any fails or shutdowns. To him it is an unexpected crisis. Unexpected events occur at all organizational levels.

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	\| Commitment to resilience		\| Commitment to resilience
	\|Accommodate unexpected events and react to them quickly as they arise.		\|Accommodate unexpected events and react to them quickly as they arise.
	Resilience involves (a) the ability to absorb strain and preserve the functioning of the project; (b) ability to recover quickly; (c) ability to learn from the unexpected event and how it impacted the project.<ref name="oehmen" />		Resilience involves (a) the ability to absorb strain and preserve the functioning of the project; (b) ability to recover quickly; (c) ability to learn from the unexpected event and how it impacted the project.<ref name=oehmen>Oehmen, J. et al. 2015. ''Complexity Management for Projects, Programmes, and Portfolios: An Engineering Systems Perspective''. Copenhagen: PMI<br>''Oehmen et al discuss complexity, how it impacts projects, programmes and portfolios and what we can do about it. This white paper connect abstract concepts and management approaches to concrete practical examples. Introducing cutting edge tools and strategies such as network analysis, system dynamics, modularization, antifragtility and mindfulness.''</ref>.

	\| In the North American railroad merger case the meltdown of operations showed an inability to bounce back when the initial problems occurred. The railroad were short of men right after the merger and they had trimmed crews, locomotives and supervisors shortly before the gridlock from Nebraska to Chicago. Slack resources is a common way to create resilience.		\| In the North American railroad merger case the meltdown of operations showed an inability to bounce back when the initial problems occurred. The railroad were short of men right after the merger and they had trimmed crews, locomotives and supervisors shortly before the gridlock from Nebraska to Chicago. Slack resources is a common way to create resilience.
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	\|}		\|}

	== Topics in Mindfulness ==		= Topics in Mindfulness =
	[[File:Circle of influence.png\|300px\|thumb\|Right\|Figure 2: Circle of influence]]		[[File:Circle of influence.png\|300px\|thumb\|Right\|Figure 2: Circle of influence]]
	The five principles are general guidelines of mindfulness. However, they have to be converted into processes and mind-sets at organizations or within projects. To be able to implement mindfulness as a manager you must be aware of your cognitive behaviour as a human including how you experience the world. Weick and Sutcliffe describe the cognitive topics of expectations, categorization and the unexpected. These topics are briefly introduced. For further insight, please go to original literature<ref name="WS" /> <ref name=WS2007>Weick, K. E. and Sutcliffe, K. M. 2007. ''Managing the unexpected: Resilient Performance in an Age of Uncertainty''. San Francisco: Jossey-Bass. ISBN 9780787996499<br>Weick and Sutcliffe have updated their first edition “Managing the unexpected: Assuring High Performance in an Age of Complexity”. The mindfulness theory and principles have been specified further with new case studies etc. </ref>. [[wikipedia:Mahatma_Gandhi\|Mahatma Gandhi]] said: ''"Start changing yourself if you want to change the world around you"''. The same goes for a project manager. Figure 2 suggest a manager must understand and live out mindfulness before he can influence his employees and network.		The five principles are general guidelines of mindfulness. However, they have to be converted into processes and mind-sets at organizations or within projects. To be able to implement mindfulness as a manager you must be aware of your cognitive behaviour as a human including how you experience the world. Weick and Sutcliffe describe the cognitive topics of expectations, categorization and the unexpected. These topics are briefly introduced. For further insight, please go to original literature<ref name="WS" /> <ref name=WS2007>Weick, K. E. and Sutcliffe, K. M. 2007. ''Managing the unexpected: Resilient Performance in an Age of Uncertainty''. San Francisco: Jossey-Bass. ISBN 9780787996499<br>Weick and Sutcliffe have updated their first edition “Managing the unexpected: Assuring High Performance in an Age of Complexity”. The mindfulness theory and principles have been specified further with new case studies etc. </ref>. [[wikipedia:Mahatma_Gandhi\|Mahatma Gandhi]] said: ''"Start changing yourself if you want to change the world around you"''. The same goes for a project manager. Figure 2 suggest a manager must understand and live out mindfulness before he can influence his employees and network.
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	HRO’s strive to minimize the risk that unthought-of events happen by steering people towards mindful practices that encourage imagination. People inadvertently trivialize the importance of imagination. Instead people tend to “''Expect the unexpected''” to maintain their desire for control and predictability.		HRO’s strive to minimize the risk that unthought-of events happen by steering people towards mindful practices that encourage imagination. People inadvertently trivialize the importance of imagination. Instead people tend to “''Expect the unexpected''” to maintain their desire for control and predictability.

	== Putting Mindfulness into Practice as a Project, Program and Portfolio Manager ==		= Putting Mindfulness into Practice as a Project, Program and Portfolio Manager =
	Putting Mindfulness into practice as a Project, Program and Portfolio Manager		Putting Mindfulness into practice as a Project, Program and Portfolio Manager
	<ref name="WS" /> have developed concrete processes based on the five principles and on practices identified in the best HRO’s. The processes is organised under two headings. “''Enhancing awareness and anticipation''” concerning the three first principles, involving failure, simplification and operations. “''Containment of those unexpected events that occur''” concerning the last two principles involving resilience and expertise.		<ref name="WS" /> have developed concrete processes based on the five principles and on practices identified in the best HRO’s. The processes is organised under two headings. “''Enhancing awareness and anticipation''” concerning the three first principles, involving failure, simplification and operations. “''Containment of those unexpected events that occur''” concerning the last two principles involving resilience and expertise.
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	Read [[Creating_a_positive_culture_around_failure_in_project_management\|How to create a positive culture around failure in project management]] here.		Read [[Creating_a_positive_culture_around_failure_in_project_management\|How to create a positive culture around failure in project management]] here.

	== Limitations ==		= Limitations =
	It is important to underline that mindfulness is not a tool – Mindfulness is a mind-set, a management theory. Thus, there is no recipe on how to implement mindfulness on projects, programs, portfolios or in organizations. The processes listed above can serve as inspiration, but have to be adjusted to fit into the context of organization and employees.		It is important to underline that mindfulness is not a tool – Mindfulness is a mind-set, a management theory. Thus, there is no recipe on how to implement mindfulness on projects, programs, portfolios or in organizations. The processes listed above can serve as inspiration, but have to be adjusted to fit into the context of organization and employees.

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	Analyzing the mindfulness theory described by Weick and Sutcliffe there is one shortfall. Weick and Sutcliffe<ref name="WS" />. argue that human cognition in the mindfulness theory is the solution to reliability problems, but they tend to over-simplify the resilience concept by neglecting the importance of routine-based reliability. Studies of human systems reveal two strategies for achieving reliable performance shown in Figure 3		Analyzing the mindfulness theory described by Weick and Sutcliffe there is one shortfall. Weick and Sutcliffe<ref name="WS" />. argue that human cognition in the mindfulness theory is the solution to reliability problems, but they tend to over-simplify the resilience concept by neglecting the importance of routine-based reliability. Studies of human systems reveal two strategies for achieving reliable performance shown in Figure 3
	<ref name=BG>Butler, B. S., & Gray, P. H. 2006. Reliability, mindfulness, and information systems. Mis Quarterly, 30(2), pp.211–224<br>''Butler and Gray examine the concept of mindfulness as a theoretical foundation for explaining efforts to achieve individual and organizational reliability in the face of complex technologies and surprising environments.''</ref>:		<ref name=BG>Butler, B. S., & Gray, P. H. 2006. Reliability, mindfulness, and information systems. Mis Quarterly, 30(2), pp.211–224<br>''Butler and Gray examine the concept of mindfulness as a theoretical foundation for explaining efforts to achieve individual and organizational reliability in the face of complex technologies and surprising environments.''</ref>:
			[[File:Realibility figure v2.png\|600px\|thumb\|Right\|Figure 3: Strategies for achieving reliable performance<ref name="BG" />]]

	* Routine-based reliability		* Routine-based reliability
	* Mindfulness-based reliability		* Mindfulness-based reliability

	~~[[File:Realibility figure v2.png\|600px\|thumb\|Right\|Figure 3: Strategies for achieving reliable performance<ref name="BG" />]]~~

	Organizationally, routine-based reliability involves the creation and execution of standard operating and decision-making procedures, which may be unique to the organization or widely accepted across an industry <ref>Spender, J. C. 1989. ''Industry recipes: An Enquiry into the Nature and Sources of Managerial Judgement''. Oxorfd, UK: Basil Blackwell.</ref>. The routine-based reliability strategy rely on predefined procedures, routines and training designed to decrease cognitive human problem solving, to reduce errors, unwanted variation and waste. Defining procedures etc. is a frontloaded process where unknown/unknowns(See [[wikipedia:Johari_window\|Johari Window]]) may oppose a major risk because unexpected events cannot be implemented into the procedures. While routine-based approaches focus on reducing or eliminating situated human cognition as the cause of errors, mindfulness-based approaches focus on promoting highly situated human cognition as the solution to individual and organisational reliability problems <ref name="WS" />. Mindfulness focus on one of the two strategies and ignore or assume that optimal routines, procedures and structures are in place. Mindfulness does not describe the interdependencies and synergistic impacts between the two strategies.		Organizationally, routine-based reliability involves the creation and execution of standard operating and decision-making procedures, which may be unique to the organization or widely accepted across an industry <ref>Spender, J. C. 1989. ''Industry recipes: An Enquiry into the Nature and Sources of Managerial Judgement''. Oxorfd, UK: Basil Blackwell.</ref>. The routine-based reliability strategy rely on predefined procedures, routines and training designed to decrease cognitive human problem solving, to reduce errors, unwanted variation and waste. Defining procedures etc. is a frontloaded process where unknown/unknowns(See [[wikipedia:Johari_window\|Johari Window]]) may oppose a major risk because unexpected events cannot be implemented into the procedures. While routine-based approaches focus on reducing or eliminating situated human cognition as the cause of errors, mindfulness-based approaches focus on promoting highly situated human cognition as the solution to individual and organisational reliability problems <ref name="WS" />. Mindfulness focus on one of the two strategies and ignore or assume that optimal routines, procedures and structures are in place. Mindfulness does not describe the interdependencies and synergistic impacts between the two strategies.

	==References==		=References=

	<references/>		<references/>