Mindfulness in Action: Discovering How U.S. Navy Seals Build Capacity for Mindfulness in High-Reliability Organizations (HROs)

Fraher, Amy L.; Branicki, Layla; Grint, Keith

doi:10.5465/amd.2014.0146

Cited by 69 publications

(53 citation statements)

References 52 publications

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“…Still, sense-making teams must be trained to deliberate rapidly and to produce provisional accounts of what they are doing. Leaders of U.S. Navy Seal teams, for instance, develop a skill for rapidly synthesizing different perspectives (Fraher, Branicki, & Grint, 2017). Deliberation will probably be most effective when it takes the form of what Maitlis (2005) has called "guided sensemaking," where both leaders and stakeholders engage in the process together.…”

Section: A Pragmatist Approach To Strategic Crisis Managementmentioning

confidence: 99%

Taming Deep Uncertainty: The Potential of Pragmatist Principles for Understanding and Improving Strategic Crisis Management

Ansell

Boin

2017

Administration & Society

199

169

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Modern societies are increasingly faced with “unknown unknowns,” Black Swans, and mega-crises. Both public and corporate leaders find it deeply challenging to respond to these crisis events. Existing approaches and tools to cope with crisis-induced uncertainty are of little help in these dynamic environments. This article explores how the principles of Pragmatism may provide the building blocks for a theory of effective strategic crisis management. We argue that these principles, formulated by a group of American philosophers in a time of deep uncertainty, provide a way of thinking that will help practitioners prepare for, and deal with, emerging risks, crises, and disasters.

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Section: A Pragmatist Approach To Strategic Crisis Managementmentioning

confidence: 99%

Taming Deep Uncertainty: The Potential of Pragmatist Principles for Understanding and Improving Strategic Crisis Management

Ansell

Boin

2017

Administration & Society

199

169

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“…The focus on synergy over trade-offs may seem attractive, but it risks emptying paradox of its emergent, surprising, and often uncontrollable effects. As some theorists claim, paradox is for “chaos-thrivers” (Fraher et al, 2017) and entails both trade-offs and synergy (Li, 2016). In effect, even though scholars differ as to whether both-and approaches can be sustained over time or end up developing into either-or alternatives (Putnam, 2015), researchers tend to converge in their views that these approaches are singularly effective in helping organizational members manage paradoxes (Clarke, 1998).…”

Section: Symptoms Of the Paradox Of Successmentioning

confidence: 99%

Paradox theory and the paradox of success

Cunha¹,

Putnam

2017

Strategic Organization

204

167

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The study of paradox in strategy and organization studies has grown rapidly over the last 25 years. Paradox, as contradictory yet interrelated opposites that exist simultaneously and persist over time, can be qualified as a successful area of study. Yet success, however sweet, may come at a price, namely, premature convergence on theoretical concepts, overconfidence in dominant explanations, and institutionalizing labels that protect dominant logics. We discuss the risk of paradox theory being vulnerable to the paradox of success and focus on ways to avoid narrowness in theory building.

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“…Researchers of emergency and disaster responses have indicated that flexible leadership is vital for effectiveness (Goldsmith & Eggers, 2004;Waugh & Streib, 2006), as well as in law enforcement (Shusta, Levine, Harris, & Wong, 2002). Having a flexible mindset has also been shown to be beneficial for US Navy Sea Air and Land (SEAL) commandos (Fraher, Branicki, & Grint, 2017).…”

Section: Flexibilitymentioning

confidence: 99%

In Extremis Leadership: A Study of the Effects in Different Contexts

2019

AJM

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When lives are at stake, astutely reading a situation (situation awareness) and belief in one's ability to manage it (self-efficacy) are crucial leadership skills. Fire fighters, law enforcement officers and military leaders routinely enter dangerous, in extremis, situations. Data from these environments is difficult to capture, so there is a gap in the literature looking at the distinctness of these professions. We report on a survey of 514 military, firefighting, and law enforcement leaders examining their experiences during in extremis conditions. This study examines the moderating effect of four human qualities identified in that study (self-esteem, self-sacrifice, mental flexibility and altruism) on situation awareness and self-efficacy as they relate to performance in life threatening situations. We theorize and show in our research that differing priorities among the organizational missions give rise to disparities among the groups. Instead of routinely looking at all in extremis occupations as one population with identical roles, research into these differences should be explored further. Results thus seem relevant to most organizations facing lifethreatening situations, and each distinct group may benefit from different criteria for hiring, recruiting and training of personnel. The results may also be of interest to individuals facing tense, ambiguous, albeit less acute, circumstances.

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Mindfulness in Action: Discovering How U.S. Navy Seals Build Capacity for Mindfulness in High-Reliability Organizations (HROs)

Abstract: ABSTRACT

Cited by 69 publications

References 52 publications

Taming Deep Uncertainty: The Potential of Pragmatist Principles for Understanding and Improving Strategic Crisis Management

Taming Deep Uncertainty: The Potential of Pragmatist Principles for Understanding and Improving Strategic Crisis Management

Paradox theory and the paradox of success

In Extremis Leadership: A Study of the Effects in Different Contexts

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