Team coordination in extreme environments : work practices and technological uses under uncertainty

Team coordination in extreme environments work practices and technological uses under uncertainty

Detalles Bibliográficos
Otros Autores: Godé, Cécile, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: London, England ; Hoboken, New Jersey : iSTE 2016.
Edición:1st ed
Colección:Focus. Innovation, Entrepreneurship and Management Series,
THEi Wiley ebooks.
Materias:
Teams in the workplace.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849128106719
Tabla de Contenidos:
  • 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.

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