Collective Mind in Organizations: Heedful Interrelating on Flight Decks

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Abstract
The concept of collective mind is developed to explain organizational performance in situations requiring nearly continuous operational reliability. Collective mind is conceptualized as a pattern of heedful interrelations of actions in a social system. Actors in the system construct their actions (contributions), understanding that the system consists of connected actions by themselves and others (representation), and interrelate their actions within the system (subordination). Ongoing variation in the heed with which individual contributions, representations, and subordinations are interrelated influences comprehension of unfolding events and the incidence of errors. As heedful interrelating and mindful comprehension increase, organizational errors decrease. Flight operations on aircraft carriers exemplify the constructs presented. Implications for organization theory and practice are drawn.

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