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This article theorizes that, in contrast to established High Reliability Organization (HRO) theory that claims high performance results from a ‘preoccupation with failure’, HROs perform reliably because failures are compartmentalized–not fixated upon. We theorize that a ‘mindful failure cycle’ allows frontline operators to move-on from failing in ‘hot- failure’ contexts in order to tackle the next emerging challenge without distraction until time permits for reflection and learning in a ‘cold-failure’ context. This differentiation– between moving-on from failure verses being obsessed with failure–is an important distinction in how HROs achieve reliable organizational performance despite the complexity of their tasks, the unpredictability of their operating environments, and the danger inherent in their work. Through the introduction of this new process model, the study explores the interrelatedness between individual mindfulness …