Task Uncertainty and Mission Command in a Naval Context

Krabberød, Tommy

doi:10.1177/1046496414532955

Cited by 8 publications

(17 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The implemented crisis strategies studied in this paper are also seen in several other industries that rely on "traditional" command and control crisis-management. Such practices rely upon a hierarchical top-down leadership,where the main focus is on executing operations founded on rigid routines, rules, procedures and resources available in normal operations Krabberød, 2014; Tinmannsvik et al, 2011).While it might be hard to directly transfer the results from the present context, our findings should inspire other industries to innovate their traditional command and control structures. While I argue that each of the papers hold strong internal validity and reliability, they also have broad implications.…”

mentioning

confidence: 76%

“…Teammates expect such "strong" leaders to set direction, identify solutions and, by this, establish trust and efficacy (Krabberød, 2014;. This means that leaders who try to change established internal patterns, without a collective agreement, risk being ignored or rejected (see Krabberød, 2014;.…”

Section: Team Interactionsmentioning

confidence: 99%

“…Furthermore, point out that the majority of leaders believe the formal leader is the only one who is allowed to lead. Krabberød (2014) found that teams prefer an authoritative leader during uncertain and changing uncertain conditions, as this facilitate trust and help teammates to follow directions. In addition, James and Wooten (2005) write that, in environments with high risks, leaders tend to become extra conservative and authoritarian in their response to uncertainty and ambiguity, making the single authoritative leader extremely hard to avoid.…”

Section: Team Leadershipmentioning

confidence: 99%

“…where the main focus is on executing operations founded on rigid routines, rules, procedures and resources available in normal operations Krabberød, 2014;Tinmannsvik et al, 2011).…”

Section: Validity and Reliability Of The Studiesmentioning

confidence: 99%

“…Instead of enabling collective and innovative actions, such behaviors actually hamper the team's ability to innovate and adapt . In the minds of the teammates, the idea of a single authoritative leader will normally be perceived as the correct way of handling threats.Teammates expect such "strong" leaders to set direction, identify solutions and, by this, establish trust and efficacy (Krabberød, 2014;. This means that leaders who try to change established internal patterns, without a collective agreement, risk being ignored or rejected (see Krabberød, 2014;.…”

mentioning

confidence: 99%

See 4 more Smart Citations

From routine to uncertainty: Leading adaptable teams within integrated operations

2016

View full text Add to dashboard Cite

My original contribution to frontline team knowledge is that efficient adaption stems from a continuous focus upon internal interaction patterns. This means that focusing upon task, procedures, and individual expertise is not enough to enable teams to excel through uncertain contexts and ambiguous tasks. To be able to extract and combine the unique skills and knowledge from each individual teammate, teams must be able to utilize a broad spectrum of behaviors; establish and accept a deep collective understanding of each other's skills, attitudes and knowledge; balance individuals' influence; and ensure efficient leadership perspectives.This means that advanced team interactions build on a collective commitment and the will to develop. As such, the team leader is responsible for enabling the advanced team dynamics, but the teammates also have to contribute to efficient leadership.The empirical contributions stem from The Royal Norwegian Naval Academy (RNoNA) and the Norwegian oil and gas company Statoil ASA, which both build their operations around efficient teamwork. While the purpose of these two organizations are clearly different, they both have to deal with high-risk environments, as well as teamwork that ensures adoption and innovation in rapidly changing contexts.Part I of the thesis provides the theoretical foundations and insights into trends in team research, and brings the findings from the four empirical papers into the broader discussion.The first part ends with suggestions for further research, practical implications, and concluding remarks. Part II presents the four empirical articles that investigate various aspects closely related to the team's ability to adapt and excel through uncertainty. These papers originate from gaps in my literature review, as well as the research partners' interests.ii Executive SummaryThis thesis investigates various aspects that are important for developing teams that are able to excel through uncertainty. It is possible to read the Part I as a short summary of the whole work. The first part begins with a literature review that can be used to understand the various trends in the team literature, and thereby help leaders to understand the implications from the different perspectives. At the same time, the perspective I advocate builds on the premise of enabling teams to adapt to their contextual demands, which means that a focus upon the teams' internal interplay is highly important. The second part of the thesis consists of four separate articles that visit topics such as team building; team insights and perceptions; the distribution of influence, and leadership perspectives and structures. These articles can be read separately, but reading the whole thesis will help to give a broader insight.For many leaders, some of the suggestions will be inconsistent with long-held leadership-and team theories. The focus on the "soft" sides of teamwork, instead of task and procedures, can be quite different from established practices and knowledge bases. Indeed, the implicat...

show abstract

mentioning

confidence: 76%

Section: Team Interactionsmentioning

confidence: 99%

Section: Team Leadershipmentioning

confidence: 99%

“…where the main focus is on executing operations founded on rigid routines, rules, procedures and resources available in normal operations Krabberød, 2014;Tinmannsvik et al, 2011).…”

Section: Validity and Reliability Of The Studiesmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

From routine to uncertainty: Leading adaptable teams within integrated operations

2016

View full text Add to dashboard Cite

show abstract

Team adaptation in context: An integrated conceptual model and meta-analytic review

Christian

Pearsall

et al. 2017

Organizational Behavior and Human Decision Processes

143

View full text Add to dashboard Cite

How Do Middle Managers Deal with Uncertainty in the Strategy Process

Duarte¹,

Aktaş²

2022

IJMDM

View full text Add to dashboard Cite

Uncertainty is an unavoidable dimension of organizational life, and it is also challenging even for the most competent managers (Pich, Loch, & Meyer, 2002). This thesis examined middle managers' uncertainty responses during the formulation and implementation of the strategy process in three studies.The first study was qualitative and intended to expose the sources of uncertainty, managerial responses, and variables, which are essential for middle managers to cope with uncertainty in the strategy process. Study 1, involving interviews with 22 middle managers in civilian and military organizations, resulted in six sources, including a new classification--International instability and disasters--and five different responses: Collaborative responses, Emotional responses, Cognitive responses, Value-based responses, and Bureaucratic responses. In the second study, we conducted a Multidimensional scaling technique (N=70) to create a taxonomy of perception of managerial uncertainty responses in order to understand the nature of uncertainty in any organization and to help to build new theories. Results indicated six clusters: Protection by Support, Protection by Structure, Protection by Scapegoats, Certainty of Change, Development by Debate, and Development by Change. In the third study, we examined the effects of individual responses to uncertainty and organizational factors on managerial responses using quantitative analysis (N=310). The results showed that organizational-level knowledge sharing has positive effects on managers' desire of change. This study added a new source of uncertainty and five different managerial responses to uncertainty, and revealed that individual-level cognitive uncertainty and desire of change result in bureaucratic and collaborative responses. Additionally, we contend that managers respond to uncertainty v variously, from suppressing to collaboration, either to protect themselves or to act towards a constructive change in the organizations.

show abstract

Task Uncertainty and Mission Command in a Naval Context

Cited by 8 publications

References 15 publications

From routine to uncertainty: Leading adaptable teams within integrated operations

From routine to uncertainty: Leading adaptable teams within integrated operations

Team adaptation in context: An integrated conceptual model and meta-analytic review

How Do Middle Managers Deal with Uncertainty in the Strategy Process

Contact Info

Product

Resources

About