Managing for the future: A commentary on crisis management research

Avoiding crises and adverse events in high-hazard, high-risk settings such as healthcare, where the strength and quality of interpersonal connections vary, where there is a constant need to re-accomplish routines, and where problems are sometimes the outcomes of attempted solutions, is critically important and dicult to achieve. In a series of two studies, Tim Vogus and I (Vogus & Sutclie, 2007) empirically studied the theoretical validity of mindful organizing (Weick et al., 1999) and its role in mitigating medical mishaps. The study of medical crises and adverse events has a long history in professional medicine but has gained the attention of organization theorists relatively recently. Our ndings showed that fewer medication errors (and patient falls) occurred over the subsequent six months on units with higher levels of mindful organizing. Moreover, the negative association between medication errors (and patient falls) and mindful organizing was stronger when registered nurses reported higher levels of trust in their nurse managers and when units reported extensive use of standardized care protocols. Overall, the ndings showed that risks were lowered through mindful organizing.