Article | California Management Review | winter 2003

Why Hospitals Don't Learnfrom Failures: Organizational and Psychological Dynamics That InhibitSystem Change

Keywords: Health Care and Treatment; Health Industry;

Format: Print

Citation:

Tucker, A., and A. Edmondson. "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change." California Management Review 45, no. 2 (winter 2003). (Winner of Accenture Award For the article published in the California Management Review that has made the most important contribution to improving the practice of management.)

Describes Terrapin Bright Green, an environmental consulting and strategic planning firm, and its approach for creating integrative, systematic solutions to green-building conundrums through consulting, research, and policy-related activities. Emphasis is placed on the role of integrated design and the intensive team-based "charrette" process in Terrapin's consulting work as well as on the design trends of biophilia and biomimicry. The case focuses on the sustainable redesign of 111 8th Avenue, New York, New York, to explore the challenge of managing strategic, intangible services in the context of Terrapin's more concrete focus historically. A serendipitous discovery leads the founders to consider how the firm could systematize its process while maintaining the flexibility that made it successful.

General Information

Academic Programs

Alumni

Faculty & Research

Recruit

Resources

Faculty & Research

Why Hospitals Don't Learnfrom Failures: Organizational and Psychological Dynamics That InhibitSystem Change

About the Authors

More from these Authors

Contact

Related Links

Resources