Expecting the Unexpected? How SWAT Officers and Film Crews Handle Surprises

By Beth A. Bechky, Gerardo A. Okhuysen. 2011

484 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4020468edace1708fd66c362928a30dc34c3e521

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “Bechky and Okhuysen (2011) provide another example of this, demonstrating across two studies that surprising events shift the pattern of activities within a team.”
Impact of specific investments, governance mechanisms and behaviors on the performance of cooperative innovation projects (2017, background): “Trust based role structures in project environments have been shown to improve the ability to develop innovative solutions in reaction to problems and unforeseen circumstances (Bechky and Okhuysen, 2011; Meyerson et al., 1996; Okhuysen and Bechky, 2009) and a relationship based on trust would enable”
Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, background): “Similarly, research on “surprises” suggests that an event is “unexpected and draws attention away from the standard progression of the work” (Bechky & Okhuysen, 2011: 239).”
Let's Dance! Elastic Coordination in Creative Group Work: A Qualitative Study of Modern Dancers (2014, background): “…and generate new actions (Quinn & Worline, 2008), SWAT teams develop a sense of predictability for coordinating in the face of surprise (Bechky & Okhuysen, 2011), and groups responding to disasters like Hurricane Katrina create a common understanding out of diverse pools of expertise…”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “Critical to adjusting to the rapidly changing work demands triggered by a crisis event are building a trusting CMT (Colquitt et al., 2011), balancing a bureaucratic team structure with flexibility (Bigley & Roberts, 2001), and establishing role development and flexibility (Bechky & Okhuysen, 2011).”
Moving Beyond Templates: A Bricolage Approach to Conducting Trustworthy Qualitative Research (2020, background): “Bechky and Okhuysen (2011), for example, argued that their prolonged observations (and for Bechky, participation) in their contexts was essential for judging their competence in comparing two very different contexts: movie grips and SWAT teams.”