Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change

By Anita L. Tucker, Amy C. Edmondson. 2003

932 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5567ec47b1c0e70bedb0c4637a088a01b0e85a42

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In Management Information Systems

In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

Teamwork in Healthcare: Key Discoveries Enabling Safer, High-Quality Care (2018, background): “Tucker and Edmondson (2003) conducted a study on hospital nursing care processes and found that nurses, key members of the interprofessional health care team, engaged in certain strategies when solving problems that they encountered.”
Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures (2012, background): “The insights from past experiences of failure help to develop more reliable and crisis-prepared organizational systems (Carmeli & Schaubroeck, 2008; Tucker & Edmondson, 2003; Weick & Sutcliffe, 2001).”
Role of computerized physician order entry systems in facilitating medication errors. (2005, background): “Several decades of humanfactors research, moreover, highlighted unintended consequences of technologic solutions, with recent discussions on hospitals.(32,33,42-44,47-52)”
Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations (2017, background): “…critical knowledge in organizations is increasingly tacit in nature (Lipshitz et al., 2007) rather than codified in formal policies and procedures (Tucker & Edmondson, 2003; Weick, 1990), and correspondingly more difficult to observe directly or capture in a summary document (such as those used…”
Explaining Discontinuity in Organizational Learning: A Process Analysis (2010, background): “As such, the passing of calendar time has been found to predict performance in learning curve studies (Argote 1999; Levin 2000), and time pressure has been found to limit learning (Tucker and Edmondson 2003).”
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, background): “Tucker & Edmondson (2003) called this first-order learning behavior, noting that it allows the work to continue but precludes organizational learning.”
Learning from Errors: Cognition, Emotions and Safety Culture in the Italian Air Force (2013, background): “Research shows that people need to feel safe to report incidents or they will ignore them or cover them up (Edmondson, 1999; Reason, 1997; Tucker & Edmondson, 2003; Weick & Sutcliffe, 2007).”
Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams (2003, background): “Identifying factors associated with effective learning is of increasing importance for health care researchers and practitioners because of pressures to reduce cost and improve quality (Tucker and Edmondson, 2003).”
Dynamic capabilities through continuous improvement infrastructure (2009, background): “Toward this end, CI infrastructure must be designed to remove any fears in employees’ minds that may prevent them from suggesting changes and to encourage employees to share their knowledge with others in the organization (Deming, 1993; Tucker and Edmondson, 2003).”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, background): “…from mistakes has been shown to positively affect organizations, Edmondson and her colleagues (cf. Cannon & Edmondson, 2001, 2005; Edmondson, 2004; Tucker & Edmondson, 2003) have shown that most organizations 324 The Journal of Applied Behavioral Science 53(3) still do not tolerate mistakes…”