Coordination Neglect: How Lay Theories of Organizing Complicate Coordination in Organizations

By Chip Heath, Nancy A. Staudenmayer. 2000

323 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4dfc056865608ce0be809c42a1d2bb6988e9e3ee

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In Organizational Behavior and Human Resource Management

In Safety Research

In Strategy and Management

Citations in the corpus

Teamwork in Healthcare: Key Discoveries Enabling Safer, High-Quality Care (2018, background): “The teamwork and communication challenges in health care manifest the problem of coordination neglect in organizational systems (Heath & Staudenmayer, 2000).”
Coordination as Energy-in-Conversation (2005, methodology): “For example, Heath and Staudenmayer (2000) provide a number of examples of cases in which people arrange their activities but do so poorly and, thus, perform poorly.”
Let's Dance! Elastic Coordination in Creative Group Work: A Qualitative Study of Modern Dancers (2014, background): “Coordination requires that group members enable the “fitting together” of activities (Argote, 1982: 423) and the “organizing of individuals so that their actions are aligned” (Heath & Staudenmayer, 2000: 154) within an agreed upon “problem domain” (Bailetti, Caooahan, & DiPietro, 1994: 395).”
A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance (2016, background): “In particular, group members are likely to misattribute coordination problems as cooperation problems (Armstrong & Cole, 2002; Cramton, 2001; Heath & Staudenmayer, 2000; Wageman, 2003).”
Institutional Frame Switching: How Institutional Logics Shape Individual Action (2016, unknown): “…implicit theory that (a) organizations are complex systems, (b) managers coordinate action in these complex systems by creating specialized organizational structures, and (c) such structures create economies of scale that will lead to successful organizational outcomes (Heath & Staudenmayer, 2000).”
How, When, and Why Bad Apples Spoil the Barrel: Negative Group Members and Dysfunctional Groups (2006, background): “These integrative processes may be especially compromised as team members rush meetings to hasten their escape from negative interactions , and succumb to the common bias of coordination neglect (Heath & Staudenmayer, 2000).”
Integrating Distributed Work: Comparing Task Design, Communication and Tacit Coordination Mechanisms (2011, background): “…depends on the creation of reciprocal predictability of action and is necessary whenever actions are interdependent – i.e., when the outcomes of actions taken by A depend in some way on the actions taken by B (Gulati, Lawrence and Puranam, 2005 Heath and Staudenmayer, 2000; Thompson, 1967) 2 .”
Gaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations (2006, background): “On each film set, role expectations are communicated through practices of enthusiastic thanking, polite admonishing, and role-oriented joking, which enable crew members to learn and negotiate role structures.”
Integrating Acquired Capabilities: When Structural Integration Is (Un)necessary (2009, background): “For instance, as we have noted, the benefits from structural integration extend beyond the coordination effect to include superior cooperation because of aligned incentives, and interdependence can create problems for cooperation as well as coordination (Heath and Staudenmayer, 2000).”