Team coordination in extreme environments : work practices and technological uses under uncertainty / Cécile Godé.

Format:

Book

Author/Creator:

Godé, Cécile, author.

Series:

Focus. Innovation, Entrepreneurship and Management Series, 2051-249X

THEi Wiley ebooks.

THEi Wiley ebooks

Language:

English

Subjects (All):

Teams in the workplace.

Physical Description:

1 online resource (141 p.)

Edition:

1st ed.

Place of Publication:

London, England ; Hoboken, New Jersey : iSTE : Wiley, 2016.

System Details:

Access using campus network via VPN at home (THEi Users Only).

Summary:

The development and coordination of managerial devices to help businesses cope with the numerous challenges they face have been the subject of many empirical analyses in recent years. This books draws from these studies to answer the question of how to coordinate a team in extreme environments. Embracing a practice-based perspective, it identifies work practices and technological uses that improve coordination within teams. Organizations need to know how to support the coordination of teams that evolve in highly changing, uncertain and risky contexts. Beyond reviewing current literature on the analysis of coordination in the field, the author draws on military case studies and illustrations to offer readers practical ways to implement devices that facilitate coordination within teams.

Contents:

Cover

Title Page

Copyright

Contents

Introduction

I.1. Coordination and team: proposed definitions

I.2. Team coordination in the extreme environment: a majorchallenge for the company

I.3. Plan of the work

Chapter 1: Extreme Environment and Management Situations

1.1. The extreme environment: what is it about?

1.2. Various management situations in the extreme environment

1.2.1. Routine activities, unexpected events and crises: a typology of management situations in the extreme environment

1.2.2. Routine, crisis and unexpected situations: a characterization

1.2.2.1. Routine situations

1.2.2.2. Unexpected situations

1.2.2.3. Crisis situations

1.3. Coordination in the extreme environment: shifting from one management situation to another

Chapter 2: Team Coordination: What the Theory of Organizations has to Say

2.1. Classical theories of coordination

2.1.1. Predetermined coordination

2.1.1.1. Contingent view on coordination

2.1.1.2. Mechanisms, means and tools of coordination

2.1.2. The limited contribution of classical theories to the analysis of team coordination in the extreme environment

2.1.2.1. The notion of coordination solution

2.1.2.2. Limitations of the classical perspective of coordination

2.2. "Practice-based" coordination: putting back actors at the center of coordination

2.2.1. The "practice" turn in management science

2.2.1.1. Drawing inspiration from contemporary sociology

2.2.1.2. From practice to practices

2.2.2. What contribution does the practical perspective bring to the study of team coordination?

Chapter 3: Coordination Practices in the Extreme Environment: Communication, Reflexivity and Socialization

3.1. Communication practices

3.1.1. Shared languages: code words, diagrams and body expressions.

3.1.1.1. Close air support operations in Afghanistan: the code words

3.1.1.2. Aerobatic performances of the French Air Forces Aerobatic Team and Patrouille de France: diagrams and body expressions

3.1.1.3. Shared languages: when faced with unexpected situations, automatisms improve comprehension and save time

3.1.2. Technological uses: improving communication through information sources and flow

3.1.2.1. Multiplication of sources of information

3.1.2.2. Permanence of the flow of communication and persistence of information

3.1.2.3. ICT uses: combined communication practices

3.1.3. Communication practices: a synthesis

3.2. Reflexive practices

3.2.1. Briefing-debriefing in the French Air Forces squadrons

3.2.2. Reflexive practices in debriefing sessions

3.2.2.1. Learning from errors, by experimentation and from others

3.2.2.2. Artifacts for confronting one's errors and interacting with others

3.2.2.3. Adopting a critical stance

3.2.3. Reflexive practices: a synthesis

3.3. Socialization practices

3.3.1. The squadron bar: where common knowledge is built

3.3.2. Cohesive activities that convey team values and build mutual trust

3.3.3. Socialization practices: a synthesis

3.4. Coordination in the extreme environment: articulation of communication, reflexive and socialization practices

Chapter 4: Can Coordination in Extreme Environments be Learned? A Managerial Approach

4.1. Necessary individual and collective skills for coordination in an extreme environment

4.1.1. From theoretical to practical knowledge: practices, knowledge and skills

4.1.2. Skills needed for coordination in extreme environments: the example of tactical airlifter crews

4.1.2.1. Tactical transportation missions and crew

4.1.2.2. Transportation crews' individual skills: technical, relational and situational.

4.1.2.3. Collective skills and intelligence in tactical transportation crews

4.2. Setting up a process of "immediate" feedback: the case of the Air Force's Aerobatic Team

4.2.1. "Immediate" feedback processes within the Air Force's Aerobatic Team

4.2.1.1. The "immediate" feedback process

4.2.1.2. Air Force's Aerobatic Team: who is it?

4.2.1.3. "Immediate" feedback in order to build and cement the collective

4.2.2. "Immediate" feedback: a method of collective skills and intelligence acquisition

4.3. Deploying decision support systems: the example of LINK 16 in air forces

4.3.1. Creativity and network-centric decision support system

4.3.1.2. Network-centric decision-support systems

4.3.2. LINK 16's creative uses, developed by the Rafale fighter planes' crews

4.3.2.1. LINK 16: a description

4.3.2.2. During flight: creativity in the process of elaborating aerial tactics

4.3.2.3. On the ground: creativity during scenarios' preparation

4.3.3. Network-centric decision support systems in support of crews' creativity

4.4. Encouraging the emergence of professional communities: the case of Air Force Knowledge Now

4.4.1. Professional communities in a military environment: between hierarchical communities and community of practice

4.4.2. The Air Force Knowledge Now online platform

4.4.2.1. AFKN's goals

4.4.2.2. AFKN's technological architecture: the importance of collaborative tools

4.4.3. Beyond team frontiers: professional communities favoring experience sharing and organizational culture

4.5. Summary: coordination in extreme environments and managerial actions

Conclusion

Bibliography

Index.

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed February 17, 2016).

ISBN:

1-119-26144-9

OCLC:

935251742