{"id":2959,"date":"2026-08-07T08:25:00","date_gmt":"2026-08-07T06:25:00","guid":{"rendered":"https:\/\/www.zingg-dive.ch\/blog\/?p=2959"},"modified":"2026-09-22T19:03:38","modified_gmt":"2026-09-22T17:03:38","slug":"high-reliability-organizations-hro","status":"publish","type":"post","link":"https:\/\/www.zingg-dive.ch\/blog\/high-reliability-organizations-hro\/","title":{"rendered":"High Reliability Organizations (HRO) \u2013 Was Hochrisikoorganisationen besser machen als andere"},"content":{"rendered":"\n<figure class=\"wp-block-image size-large\"><a href=\"https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?ssl=1\"><img data-recalc-dims=\"1\" loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"1024\" data-attachment-id=\"2960\" data-permalink=\"https:\/\/www.zingg-dive.ch\/blog\/high-reliability-organizations-hro\/image-47\/\" data-orig-file=\"https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?fit=1254%2C1254&amp;ssl=1\" data-orig-size=\"1254,1254\" data-comments-opened=\"1\" data-image-title=\"image\" data-image-description=\"\" data-image-caption=\"\" data-large-file=\"https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?fit=1024%2C1024&amp;ssl=1\" src=\"https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?resize=1024%2C1024&#038;ssl=1\" alt=\"\" class=\"wp-image-2960\" srcset=\"https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?resize=1024%2C1024&amp;ssl=1 1024w, https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?resize=300%2C300&amp;ssl=1 300w, https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?resize=150%2C150&amp;ssl=1 150w, https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?resize=768%2C768&amp;ssl=1 768w, https:\/\/i0.wp.com\/www.zingg-dive.ch\/blog\/wp-content\/uploads\/2026\/07\/image-30.png?w=1254&amp;ssl=1 1254w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/a><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Warum Flugzeugtr\u00e4ger, Kernkraftwerke und Flugsicherungen erstaunlich wenige Fehler machen \u2013 und was wir im Gesundheitswesen daraus lernen k\u00f6nnen.<\/strong><\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\"><em><strong>\u201cSicherheit entsteht nicht dadurch, dass nichts schiefgeht. Sicherheit entsteht dadurch, dass Organisationen st\u00e4ndig damit rechnen, dass etwas schiefgehen k\u00f6nnte.\u201d<\/strong><\/em><br>-Christoph J. Zingg<\/p>\n<\/blockquote>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Einleitung<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Jeden Tag werden weltweit Millionen medizinischer Entscheidungen getroffen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Die \u00fcberwiegende Mehrheit verl\u00e4uft gut.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Und trotzdem passieren Fehler.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nicht, weil Menschen grunds\u00e4tzlich unaufmerksam oder unf\u00e4hig w\u00e4ren.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sondern weil Menschen unter Zeitdruck arbeiten, m\u00fcde werden, Informationen \u00fcbersehen, Ablenkungen erleben oder komplexe Situationen falsch einsch\u00e4tzen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Die spannende Frage lautet deshalb nicht:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cWie verhindern wir jeden Fehler?\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sondern:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cWarum gibt es Organisationen, die trotz extrem hoher Risiken \u00fcber Jahrzehnte aussergew\u00f6hnlich sicher arbeiten?\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Genau dieser Frage gingen Wissenschaftler in den 1980er-Jahren nach.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">So entstand das Konzept der <strong>High Reliability Organizations (HRO)<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Heute geh\u00f6rt es zu den wichtigsten Grundlagen moderner Patientensicherheit.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Woher stammt die Idee?<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Die Forschung begann an der <strong>University of California, Berkeley<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Zu den wichtigsten Forschern geh\u00f6ren<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Karl E. Weick<\/li>\n\n\n\n<li>Kathleen M. Sutcliffe<\/li>\n\n\n\n<li>Todd LaPorte<\/li>\n\n\n\n<li>Gene Rochlin<\/li>\n\n\n\n<li>Karlene Roberts<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Sie untersuchten Organisationen, bei denen praktisch keine Fehler erlaubt sind.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Zum Beispiel:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Flugzeugtr\u00e4ger<\/li>\n\n\n\n<li>Flugsicherungen<\/li>\n\n\n\n<li>Kernkraftwerke<\/li>\n\n\n\n<li>Feuerwehr-Grossschadenslagen<\/li>\n\n\n\n<li>Raumfahrt<\/li>\n\n\n\n<li>Spezialmilit\u00e4r<\/li>\n\n\n\n<li>Luftfahrt<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Die Frage war verbl\u00fcffend einfach:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Warum funktionieren diese Organisationen \u00fcber Jahre hinweg nahezu fehlerfrei \u2013 obwohl sie permanent unter h\u00f6chstem Risiko arbeiten?<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Die \u00fcberraschende Erkenntnis<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Diese Organisationen besch\u00e4ftigen nicht bessere Menschen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nicht intelligentere.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nicht fleissigere.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Und auch nicht perfektere.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie haben vielmehr <strong>bessere Systeme des gemeinsamen Denkens.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie rechnen jederzeit damit, dass Fehler m\u00f6glich sind.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Gerade deshalb entdecken sie Probleme fr\u00fcher.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Das Paradox der Sicherheit<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Je sicherer eine Organisation wird,<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">desto weniger glaubt sie,<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">dass sie sicher ist.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Das klingt zun\u00e4chst widerspr\u00fcchlich.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Doch genau das macht Hochzuverl\u00e4ssigkeit aus.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Gef\u00e4hrlich wird nicht der Fehler.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Gef\u00e4hrlich wird die \u00dcberzeugung:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cBei uns passiert so etwas nicht.\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Die f\u00fcnf Prinzipien der High Reliability Organizations<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. Preoccupation with Failure<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>St\u00e4ndige Aufmerksamkeit f\u00fcr kleine Fehler<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">HRO interessieren sich nicht nur f\u00fcr grosse Katastrophen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie interessieren sich vor allem f\u00fcr die kleinen Auff\u00e4lligkeiten.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ein beinahe vergessener Schritt.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ein unvollst\u00e4ndiger Rapport.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ein falsches Medikament, das gerade noch rechtzeitig entdeckt wurde.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ein irritierter Blick.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ein ungutes Bauchgef\u00fchl.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Andere Organisationen sagen:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cWar ja nichts.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">HRO fragen:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cWarum w\u00e4re beinahe etwas passiert?\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Denn Beinahefehler sind kostenlose Lektionen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. Reluctance to Simplify<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Komplexit\u00e4t wird nicht k\u00fcnstlich vereinfacht<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Menschen lieben einfache Erkl\u00e4rungen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cDer Mitarbeiter ist halt schwierig.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cDie Pflege war unaufmerksam.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cDer Arzt hat falsch entschieden.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Doch komplexe Systeme funktionieren selten so einfach.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">HRO wissen:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Jeder Fehler hat fast immer mehrere Ursachen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Deshalb suchen sie nicht nach Schuldigen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sondern nach Zusammenh\u00e4ngen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Hier schliesst sich der Kreis zu meinem Blog \u00fcber das <strong>Schweizer-K\u00e4se-Modell von James Reason<\/strong> und zur <strong>Just Culture<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. Sensitivity to Operations<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Aufmerksamkeit f\u00fcr das Hier und Jetzt<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Manager arbeiten h\u00e4ufig mit Kennzahlen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">HRO interessieren sich zus\u00e4tzlich f\u00fcr das aktuelle Geschehen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Wie wirkt das Team heute?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sind alle konzentriert?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ist jemand \u00fcberlastet?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Fehlen Informationen?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Wie ist die Stimmung?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Gibt es ungew\u00f6hnliche Arbeitsbelastung?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sicherheit entsteht dort, wo F\u00fchrung nahe an der Realit\u00e4t bleibt.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nicht nur am Bildschirm.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Commitment to Resilience<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Die F\u00e4higkeit, Fehler aufzufangen<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Perfektion gibt es nicht.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Deshalb lautet die Frage nicht:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cPassieren Fehler?\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sondern:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cWie schnell erkennen wir sie?\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Und:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>\u201cWie gut k\u00f6nnen wir sie gemeinsam auffangen?\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Hier entsteht die Verbindung zu <strong>Resilience Engineering<\/strong> von Erik Hollnagel.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Safety-II bedeutet genau das:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nicht nur Fehler vermeiden.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sondern erfolgreiche Arbeit erm\u00f6glichen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Deference to Expertise<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Die beste Idee gewinnt<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nicht immer entscheidet der Rang.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sondern die Kompetenz.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Wenn die junge Pflegefachperson den Fehler erkennt,<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">dann h\u00f6rt man ihr zu.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Wenn die Lernende etwas bemerkt,<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">dann wird sie ernst genommen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Wenn der Assistenzarzt eine Gefahr erkennt,<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">spricht er sie an.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Genau deshalb brauchen HRO psychologische Sicherheit.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Amy Edmondson konnte zeigen:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Menschen sprechen Risiken nur dann an,<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">wenn sie keine Angst vor Konsequenzen haben.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Warum ist das Gesundheitswesen besonders gef\u00e4hrdet?<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Patienten ver\u00e4ndern sich.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Menschen sind verschieden.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Notf\u00e4lle entstehen pl\u00f6tzlich.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Informationen fehlen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Schichten wechseln.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Zeitdruck.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Unterbrechungen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">M\u00fcdigkeit.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Komplexit\u00e4t.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Das Gesundheitswesen erf\u00fcllt praktisch alle Bedingungen eines Hochrisikosystems.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Trotzdem arbeiten viele Spit\u00e4ler noch immer nach Denkmodellen aus einer Zeit,<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">in der Fehler vor allem einzelnen Personen zugeschrieben wurden.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Die Verbindung zu meinen bisherigen Blogs<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Genau hier schliesst sich f\u00fcr mich ein Kreis.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">High Reliability Organizations vereinen viele der Themen, \u00fcber die ich bereits geschrieben habe.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Psychologische Sicherheit<\/strong> sorgt daf\u00fcr, dass Risiken ausgesprochen werden.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2773\" type=\"post\" id=\"2773\">Psychologische Sicherheit \u2013 Der unsichtbare Schl\u00fcssel erfolgreicher Kommunikation und Zusammenarbeit<\/a><\/li>\n\n\n\n<li><strong>Just Culture<\/strong> sorgt daf\u00fcr, dass aus Fehlern gelernt wird.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?tag=just-culture-gerechte-fehlerkultur-warum-eine-gerechte-fehlerkultur-die-grundlage-fuer-lernen\" type=\"post_tag\" id=\"732\">Just Culture &#8211; Gerechte Fehlerkultur: Warum eine gerechte Fehlerkultur die Grundlage f\u00fcr Lernen<\/a><\/li>\n\n\n\n<li><strong>CIRS<\/strong> macht Beinaheereignisse sichtbar.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?tag=cirs-aus-fehlern-lernen\" type=\"post_tag\" id=\"731\">CIRS: Aus Fehlern lernen<\/a><\/li>\n\n\n\n<li><strong>Human Factors<\/strong> erkl\u00e4rt menschliche Leistungsgrenzen.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?tag=human-factors-warum-gute-menschen-fehler-machen-und-warum-sichere-systeme-menschen-unterstuetzen-sollten-leadership\" type=\"post_tag\" id=\"737\">Human Factors &#8211; Warum gute Menschen Fehler machen \u2013 und warum sichere Systeme Menschen unterst\u00fctzen sollten (#Leadership<\/a><\/li>\n\n\n\n<li><strong>Safety-II<\/strong> zeigt, warum erfolgreiche Arbeit untersucht werden sollte.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2770\" type=\"post\" id=\"2770\">Vertrauen \u2013 Die unsichtbare W\u00e4hrung der Kommunikation<\/a><\/li>\n\n\n\n<li><strong>Cynefin<\/strong> hilft zu erkennen, wann Standardl\u00f6sungen gen\u00fcgen \u2013 und wann nicht.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?tag=komplexitaet-verstehen-das-cynefin-modell-warum-gute-fuehrung-nicht-immer-die-gleiche-loesung-braucht-leadership\" type=\"post_tag\" id=\"735\">Komplexit\u00e4t verstehen: Das Cynefin-Modell \u2013 Warum gute F\u00fchrung nicht immer die gleiche L\u00f6sung braucht<\/a><\/li>\n\n\n\n<li><strong>Multiversit\u00e4t<\/strong> macht unterschiedliche Perspektiven zu einer St\u00e4rke.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2827\" type=\"post\" id=\"2827\">Von der Diversit\u00e4t zur Multiversit\u00e4t<\/a><\/li>\n\n\n\n<li><strong>Feedback<\/strong> erm\u00f6glicht kontinuierliches Lernen.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2541\" type=\"post\" id=\"2541\">Feedback<\/a><\/li>\n\n\n\n<li><strong>Burnout-Pr\u00e4vention<\/strong> sch\u00fctzt die wichtigste Ressource jeder Organisation: den Menschen.<br><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2925\" type=\"post\" id=\"2925\">Burnout<\/a><\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">HRO ist deshalb kein weiteres Einzelkonzept.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Es ist vielmehr ein Rahmen, in dem diese Elemente zusammenwirken.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Was bedeutet das f\u00fcr F\u00fchrung?<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Eine F\u00fchrungskraft in einer High Reliability Organization fragt nicht zuerst:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cWer hat den Fehler gemacht?\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sondern:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Was hat das System beg\u00fcnstigt?<\/li>\n\n\n\n<li>Welche Warnzeichen haben wir \u00fcbersehen?<\/li>\n\n\n\n<li>Wer hat sich vielleicht nicht getraut, etwas zu sagen?<\/li>\n\n\n\n<li>Welche Ressourcen haben gefehlt?<\/li>\n\n\n\n<li>Was k\u00f6nnen wir gemeinsam lernen?<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Diese Fragen ver\u00e4ndern nicht nur den Umgang mit Fehlern.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie ver\u00e4ndern die gesamte Kultur.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Gibt es Kritik?<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Ja.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">HRO sind kein Garant f\u00fcr absolute Sicherheit.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Auch hochzuverl\u00e4ssige Organisationen k\u00f6nnen schwere Unf\u00e4lle erleben.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Beispiele wie <strong>Fukushima<\/strong>, <strong>Deepwater Horizon<\/strong> oder <strong>Columbia<\/strong> zeigen, dass selbst sehr sichere Systeme verwundbar bleiben.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Die Forschung hat daraus jedoch keine Absage an das HRO-Konzept abgeleitet. Vielmehr wurde deutlich, dass Hochzuverl\u00e4ssigkeit kein erreichter Endzustand ist, sondern ein fortlaufender Prozess. Organisationen m\u00fcssen ihre Aufmerksamkeit, ihre Lernbereitschaft und ihre Anpassungsf\u00e4higkeit st\u00e4ndig erneuern. Sicherheit ist nie endg\u00fcltig erreicht \u2013 sie muss jeden Tag neu geschaffen werden.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Mein pers\u00f6nlicher Gedanke<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In \u00fcber vier Jahrzehnten im Gesundheitswesen habe ich erlebt, dass Fehler selten aus Gleichg\u00fcltigkeit entstehen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Meist entstehen sie dort, wo viele kleine Faktoren gleichzeitig zusammenkommen: Zeitdruck, Personalmangel, Unterbrechungen, Missverst\u00e4ndnisse, M\u00fcdigkeit oder fehlende Kommunikation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Deshalb glaube ich nicht, dass wir bessere Menschen brauchen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ich glaube, wir brauchen bessere Bedingungen, bessere Kommunikation und Organisationen, die Lernen h\u00f6her gewichten als Schuldzuweisungen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Genau das beschreibt das Konzept der High Reliability Organizations.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Fazit<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Die sichersten Organisationen der Welt unterscheiden sich nicht dadurch, dass sie keine Fehler machen.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie unterscheiden sich dadurch, <strong>wie sie \u00fcber Fehler denken.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie beobachten genauer.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Und sie h\u00f6ren besser zu.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie vereinfachen weniger.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sie lernen schneller.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Und sie schaffen eine Kultur, in der jede Stimme z\u00e4hlt \u2013 unabh\u00e4ngig von Hierarchie oder Funktion.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Vielleicht liegt genau darin die wichtigste Erkenntnis f\u00fcr das Gesundheitswesen:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\"><strong>Patientensicherheit beginnt nicht erst am Krankenbett. Sie beginnt in der Art, wie wir f\u00fchren, miteinander kommunizieren und gemeinsam lernen.<\/strong><br>-Christoph J. Zingg<\/p>\n<\/blockquote>\n\n\n\n<p class=\"wp-block-paragraph\">\u2e3b<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Literatur (Auswahl)<\/strong><\/h2>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Weick, K. E., &amp; Sutcliffe, K. M. (2007). <em>Managing the Unexpected: Resilient Performance in an Age of Uncertainty.<\/em><\/li>\n\n\n\n<li>Weick, K. E. (1987). <em>Organizational Culture as a Source of High Reliability.<\/em><\/li>\n\n\n\n<li>Roberts, K. H. (1990). <em>Managing High Reliability Organizations.<\/em><\/li>\n\n\n\n<li>LaPorte, T. R. (1996). <em>High Reliability Organizations.<\/em><\/li>\n\n\n\n<li>Rochlin, G. I. (1999). <em>Safe Operation as a Social Construct.<\/em><\/li>\n\n\n\n<li>Hollnagel, E. (2014). <em>Safety-I and Safety-II.<\/em><\/li>\n\n\n\n<li>Reason, J. (1990). <em>Human Error.<\/em><\/li>\n\n\n\n<li>Edmondson, A. C. (1999). <em>Psychological Safety and Learning Behavior in Work Teams.<\/em><\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Beitrag von <a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2795\" type=\"post\" id=\"2795\">Christoph J. Zingg<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Lies auch:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2889\" type=\"post\" id=\"2889\">Multiversit\u00e4t<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2714\" type=\"post\" id=\"2714\">Die 7 S\u00e4ulen der Resilienz \u2013 Warum manche Menschen an Krisen wachsen<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?tag=psychologische-sicherheit-der-unsichtbare-schluessel-erfolgreicher-kommunikation\" type=\"post_tag\" id=\"693\">Psychologische Sicherheit \u2013 Der unsichtbare Schl\u00fcssel erfolgreicher Kommunikation<\/a><\/li>\n\n\n\n<li><a href=\"https:\/\/www.zingg-dive.ch\/blog\/?p=2475\" type=\"post\" id=\"2475\">Die M\u00f6biusschleife des Menschlichen<\/a><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>High Reliability Organizations (HRO) \u2013 Was Hochrisikoorganisationen besser machen als andere (#Leadership, #Gruppendynamik, #Kommunikation)<\/p>\n","protected":false},"author":7,"featured_media":2960,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[756,636,755],"tags":[696,611,741],"class_list":["post-2959","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-gruppendynamik-teams","category-kommunikation-sprache","category-leadership-selbstfuehrung","tag-gruppendynamik-2","tag-gruppendynamik","tag-high-reliability-organizations-hro-was-hochrisikoorganisationen-besser-machen-als-andere-leadership"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.7 - 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