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

Abstract

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.

Disasters and Public Health Emergencies—Current Perspectives in Preparedness and Response

“…According to their findings, joint evaluations, improvising, and testing of new and alternative strategies across sectors are important when exercises are constructed. Finally, Steiro et al [15] presented lessons learned from a case study in the Norwegian armed forces to exemplify the importance of preparedness and multiagency collaboration. The paper aimed 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 by using the participant observation model in one exercise and a questionnaire in the following exercise to measure outcomes.…”

Personal Growth under Stress: Mediating Effects of Unit Cohesion and Leadership during Mandatory Military Training

“…Based on Bartone et al [19], unit cohesion is the combined effects of members experiencing personal attraction to each other and performing a stressful task together. Thus, the common experience increases unit cohesion [20]. Multiple studies supported the positive effect of unit cohesion on individual stress responses, as well as on individual-level performance.…”