Carroll,
J. S. Safety culture as an ongoing
process: Culture surveys as
opportunities for inquiry and
change. Work and Stress,
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Carroll,
J. S. Organizational learning
activities in high-hazard industries:
The logics underlying self-analysis.
Journal of Management Studies,
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Carroll,
J. S., Sterman, J. & Marcus,
A. A. Losing the Maintenance
Game: How Mental Models Drive
Organizational Decisions. In
R. N. Stern & J. J. Halpern
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Decision Making. Ithaca,
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Carroll,
J. S., Rudolph, J. W., Hatakenaka,
S., Wiederhold, T. L., &
Boldrini, M. Learning in the
Context of Incident Investigation
Team Diagnoses and Organizational
Decisions at Four Nuclear Power
Plants. In E. Salas & G.
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and Naturalistic Decision Making.
Lawrence Erlbaum, 2001, pp.
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Carroll,
J. S. and Hatakenaka, S. Building
trust and creating change during
a crisis: Developing a safety
conscious work environment at
Millstone nuclear power station.
MIT Sloan Management Review,
2001,42, 70-9.
Carroll,
J. S. & Edmondson, A. (2002).
Leading organizational learning
in health care. Quality
and Safety in Health Care,
11, 51-6.
Carroll,
J. S., Rudolph, J. W. &
Hatakenaka, S. (2002). Lessons
learned from non-medical industries:
Root cause analysis as culture
change at a chemical plant.
Quality and Safety in Health
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Carroll,
J. S., Rudolph, J. W. &
Hatakenaka, S. (2002). Learning
from experience in high-hazard
organizations. Research
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