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Happy Land Amusement Park

In: Strategic Organizational Learning

Author

Listed:
  • Martha A. Gephart

    (Columbia University)

  • Victoria J. Marsick

    (Columbia University)

Abstract

The story of Happy Land Amusement Park in this chapter revolves around the organization’s learning and the changes put in place after each of two fatalities, which made it clear that the Park was not “safe,” as presumed. Safety had been managed by a set of rules that guests and employees were expected to follow, norms that worked as long as everyone followed the rules. When the rules were broken, so was the illusion of safety. Leaders put systems and practices in place during several phases after these fatalities that were based on learning they gained through new talent, outside networks, industry best practices, and experience in other organizations. Each phase built on gains from prior changes. The outcome was a changed climate, increased commitment, and an aligned organization with a strong pervasive safety culture.

Suggested Citation

  • Martha A. Gephart & Victoria J. Marsick, 2016. "Happy Land Amusement Park," Management for Professionals, in: Strategic Organizational Learning, edition 1, chapter 4, pages 41-57, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-662-48642-9_4
    DOI: 10.1007/978-3-662-48642-9_4
    as

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