High performance is often associated with the culture of the organization. However, culture can just as easily undermine performance when it blinds makers on important issues of performance and captures them in a poor course of action, from which they can not escape. Cultural dynamics are studied in the case of capture Bristol Royal Infirmary, where pediatric cardiac surgery lasted for more than 14-year period, despite evidence of poor service and performance, which was much lower than in other comparable pediatric surgery centers. Single organizational process behavioral obligations explains how cultural thinking originated and why it has survived. The sequence of small, public, volitional, and irrevocable action; socially acceptable justification for this action, and the potential for further action to support or threaten the rationale established causal loop which stabilized subsequent models of the action "Hide
. by Karl E. Weick, Kathleen M. Sutcliffe Source: California Management Review 14 pages. Publication Date: January 1, 2003. Prod. #: CMR249-PDF-ENG
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