Defining the Term Samhandling

Torgersen, Glenn-Egil; Steiro, Trygve J.

doi:10.23865/noasp.36.ch2

Cited by 11 publications

(21 citation statements)

References 10 publications

(10 reference statements)

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“…The COVID-19 pandemic, foreseeable, yet largely unforeseen, has shown us that a small virus can impact the global community so fast and with major consequences. The high impact of events such as this accentuates the importance of a more in-depth and broader understanding of performance, capabilities and entangled types of resilience competence that can promote preparedness for the unforeseen ( Bhamra et al, 2011 ; Boin and van Eeten, 2013 ; Seville, 2016 ; Torgersen, 2018a ; Hollnagel, 2021 ). This study aims to provide insight into these issues, based on semi-structured interviews with 13 highly knowledgably professionals from different sectors and organizations, primarily in Norway.…”

Section: Introductionmentioning

confidence: 99%

“…It may be particularly important that organizations such as the health service, the police, the military, and the fire and rescue service comprehend and manage such events. Emergency preparedness and risk management typically focus on expected scenarios of known magnitudes ( Pearson and Mitroff, 1993 ; Torgersen, 2018a ). The real outcomes of this preparation are often, however, uncertain and unpredictable ( Cunha et al, 2005 ).…”

Section: Introductionmentioning

confidence: 99%

“…There is also little research that empirically proves theories of how organizations achieve degrees of resilience ( Bhamra et al, 2011 ). Many studies furthermore focus on predictable conditions, the outcomes thus not necessarily involving uncertainty and risk ( Torgersen, 2015 , 2018a ; Geier, 2016 ). Not all the important variables are therefore known ( Morse, 1991 ).…”

Section: Introductionmentioning

confidence: 99%

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Resilience Competence Face Framework for the Unforeseen: Relations, Emotions and Cognition. A Qualitative Study

Herberg

Torgersen

2021

Front. Psychol.

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The high impact of unforeseen events in a globalized world accentuates the importance of a greater in-depth and broader understanding of resilient competencies that can promote performance. Traditional research has, however, paid relatively little attention to uncertainty and unpredictable conditions, including the particulate competence of the unforeseen, and how organizations can achieve degrees of resilience. Hence, the purpose of this study is to explore whether there are types of competence at the individual, social and organizational level that can enhance preparedness to face the unforeseen. The first aim was to explore how highly experienced professionals from different sectors and organizational levels describe and understand the nature and function of the unforeseen phenomenon. The second aim was to explore what resilient competencies can be beneficially applied in organizations to enhance performance irrespective of the scenario or event that occurs. The generic qualitative approach of this study employed semi-structured interviews. The purposive expert sample of 13 highly knowledgably Norwegian professionals with unique and extensive cross-sectorial experience of unforeseen events were selected. Ages ranged from 41 to 62 years (M = 48.92, SD = 6.94), length of professional experience and education ranging from 22 to 43 years. Thematic analysis of interview transcripts and the interpretation displayed six types of resilience competence: (1) General Preparedness, (2) Characteristics and Competence of the Individual, (3) Sound Relations, (4) Creative Behavior and Improvisational Skills, (5) The Ability to Reflect and Learn, (6) Emotion Efficacy. In addition, The Unforeseen was discerned as a complex phenomenon. These findings emphasize a cross-disciplinary perspective and provides integrative multilevel insight into the particulate competence of the unforeseen by introducing a framework that serves as a foundation for future research and as a tool for practitioners working in the field.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Resilience Competence Face Framework for the Unforeseen: Relations, Emotions and Cognition. A Qualitative Study

Herberg

Torgersen

2021

Front. Psychol.

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“…Therefore, the utilization of complementary expertise and CL are important strategic measures for the efficient development of flexible features for organizations [17]. This is also highlighted in Torgersen and Steiro [19]. The distinction between interaction, collaboration and teamwork is that interaction is an extra emphasis and awareness of the complementary:…”

Section: Concurrent Learningmentioning

confidence: 98%

“…In collaboration, common understanding is built and developed with different competence and understanding through concurrent learning [19].…”

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confidence: 99%

Preparedness and Multiagency Collaboration—Lessons Learned from a Case Study in the Norwegian Armed Forces

Steiro

Torgersen

2020

Sustainability

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The objective of this study is to investigate the structure for learning and the learning outcomes from a paper exercise based on multiagency collaboration, and point to potential benefits for crisis leadership and management in civil organizations. The current study was conducted by participant observation in one exercise and a questionnaire was handed out in the following exercise to measure outcomes. Social interaction and concurrent learning are used as the theoretical foundation in the current study. The exercise can be used as an input for multiagency collaboration when linked to the strategic and operative context. The Norwegian Armed Forces operate from a leadership perspective of intention-based leadership. The organization has also developed a pedagogical platform that guides learning activities. In a complex world, we aim at finding training areas that can prepare the cadets for scenarios that also heavily involve the unforeseen. Improvisation is seen as important for military leaders and the exercise provides a sound arena for this purpose. We have seen that even for a table exercise, important lessons can be learned. The current study makes suggestions as well as improvements that could be performed based on the lessons learned for both the Norwegian Armed Forces as well as for other organizations that find the experiences interesting. The article identified five management principles for interaction under unforeseen conditions: (1) develop a pedagogical view for the organization, (2) facilitate and train using processes for complementary process development, (3) develop precise and common language, (4) train the organization in concurrent learning, (5) develop tolerance and mutual respect.

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If You Are My ‘Development Partner’, Am I Also Yours? – A Study of the Risks of Partnership Between Teacher Education and School

Furnes,

Saeverot,

Torgersen

2022

Partnerships in Education

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Defining the Term Samhandling

Cited by 11 publications

References 10 publications

Resilience Competence Face Framework for the Unforeseen: Relations, Emotions and Cognition. A Qualitative Study

Resilience Competence Face Framework for the Unforeseen: Relations, Emotions and Cognition. A Qualitative Study

Preparedness and Multiagency Collaboration—Lessons Learned from a Case Study in the Norwegian Armed Forces

If You Are My ‘Development Partner’, Am I Also Yours? – A Study of the Risks of Partnership Between Teacher Education and School

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