While the early research focused on high risk industries, many others expressed interest in high reliability organizations and sought to emulate their success. A key turning point was Karl Weick, Kathleen M. Sutcliffe, and David Obstfeld's reconceptualization of the literature on high reliability. These researchers systematically reviewed the case study literature on HROs and illustrated how the infrastructure of high reliability was grounded in processes of collective mindfulness which are indicated by a preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, commitment to resilience, and deference to expertise. In other words, HROs are distinctive because of their efforts to organize in ways that increase the quality of attention across the organization, thereby enhancing people's alertness and awareness to details so that they can detect subtle ways in which contexts vary and call for contingent responding (i.e., collective mindfulness). This construct was elaborated and refined as mindful organizing in Weick and Sutcliffe’s 2001 and 2007 editions of their book Managing the Unexpected. Mindful organizing forms a basis for individuals to interact continuously as they develop, refine and update a shared understanding of the situation they face and their capabilities to act on that understanding. Mindful organizing proactively triggers actions that forestall and contain errors and crises and requires leaders and their employees to pay close attention to shaping the social and relational infrastructure of the organization. They establish a set of interrelated organizing processes and practices, which jointly contribute to the system’s (e.g., team, unit, organization) overall culture of safety.