CRRU is an academic research group based in the Department of Psychological and Behavioural Science at the London School of Economics
We explore how organisations build resilient cultures that are effective at managing risk and uncertainty, and work in domains such as finance, healthcare, aviation, and energy
Our research pioneers the use of psychological science, digital data, and AI to understand, assess, and improve organisational culture
We investigate how culture shapes the way that people manage risk in organisations. We use advanced quantitative and qualitative methods and AI to study and explain the norms and behaviours that underlie resilient performance in high-risk contexts. Topics of interest include: risk reporting, psychological safety, speaking-up, listening, decision-making, correcting problems, teamwork, and learning from feedback
We develop and validate new approaches for measuring organisational culture and risk. Our work examines how AI can be used to analyse textual and behavioural data in organisations (e.g., employee feedback, consumer complaints), and provide measurements of culture that predict risk outcomes such as hospital mortality, company performance, prudential risk, and corporate scandals
We design interventions for improving organisational culture and risk management. We develop data and technologies for improving organisational culture and risk, and changing the social systems, processes, and workplace environments that determine behaviour. Interventions focus on improving incident reporting, supporting inter-organisational learning, preventing errors, learning from complaints, and well-being
To generate psychological insights and practical tools that can help organisations and industry better manage risk, prevent accidents and negative events, and adapt to disruption and change
CRRU’s research is motivated by the following concern: society and industry are harmed and undermined when organisations experience major failures, for instance hospital scandals, industrial accidents, banking collapses, or corporate misconduct. Conversely, we all benefit when organisations are good at fixing mistakes and adapting to disruption and change, because this strengthens institutions and builds trust in them. We take a cultural perspective to address this, and suppose that the capability of organisations to prevent failures and be resilient can be enhanced by improving – from operational teams to boards – norms and behaviours for managing risk
CRRU is directed by Dr Tom Reader. Our research group includes PhD students, research assistants, research fellows, and MSc students