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Early Warning Systems

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Submitted By jamesarukhe
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Provide an example of individual, group, and organizational early warning systems you have experienced in an organization. How effective or ineffective were they? Why? The purpose of organizational early warning systems is to assist firms in managing strategic surprises or discontinuities (Ansoff, 1975). The detection of weak but important warning signs constitute environmental discontinuities and enables leaders in organizations to respond purposefully and advantageously in advance. Aguilar (1967) suggested the need for organizations to perform organizational scanning for these early signals. Such a need for scanning admits that blind spots exists that prevent leaders from obtaining a correct perspective of events and to take necessary corrective actions. Individuals, groups, or organizations may have early warning systems. Storms, harsh weather, strong winds, and sand accumulation constitute early warning for the need of emphasis on safety in all field activities of my company. Many of oil and gas activities occur in remote locations. The need for defensive driving or to lessen speed is important during times of severe weather. Company operated vessels or aircrafts travel discriminantly to forestall catastrophic events and lessen the resulting potential devastating influence on lives and property. When these events occur, a company-wide announcement goes out by the Emergency Control Centre (ECC) to all e-mails, official, and private phones of employees. These automated alerts warn staff to slow the speed of their cars and drive defensively while passing designated roads. The early warning systems are quite effective. By recognizing what was happening, or has happened and taking appropriate steps to stay safe, the executives of the company is able to have a positive influence on the safety of the staff members and their families. References
Aguilar, F. J. (1967). Scanning the business environment. New York: The Macmillan Company.
Ansoff, H. I. (1975). Managing strategic surprise by response to weak signals. California Management Review, 18(2), pp. 21–33.

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