In this article, abduction is introduced in relation to theorizing in grounded theory. Theoretical insights are inevitable cornerstones of the development of a grounded theory and abduction is worked out as a type of inference that characterizes this development. How abduction could be used in grounded theorizing is shown in a grounded theory research on ‘organizing doubt’, i.e. the way Dutch army units are formed with self-organizing capabilities that can be deployed during crisis operations. The authors show that two concepts from organizational theory that are central in this grounded theory’s analytical framework - i.e. ‘dynamic complexity’ and ‘self-organization’ - are developed and embedded in a substantive theory on ‘organizing doubt’ by abductive reasoning.
Research indicates that soldiers struggling with PTSD under-utilize mental health care. Quantitative studies of barriers to care point to the importance of soldiers' beliefs about mental health and mental health interventions in their care-seeking behavior, yet these studies still struggle to understand the particular beliefs involved and the ways they impact care-seeking behavior. This preliminary study makes a start in examining these questions through qualitative literature analysis. It maps out dominant messages surrounding PTSD in military mental health interventions, and explores how they can both shape and conflict with soldiers' personal notions. It does so by analyzing these messages and notions as institutional and personal (illness) narratives. Institutional military PTSD-narratives, which draw on mainstream scientific and clinical models, appear to communicate contradictory notions on the meanings of violence and its psychological consequences, often without acknowledging these contradictions. As such, these narratives seem to shape struggles of soldiers, both within themselves and with the military institution. The identified conflicts indicate, contrary to the individualizing and decontextualizing focus of dominant PTSD-understandings, that soldiers' struggles also have social and moral dimensions. This has important implications for both research into PTSD-interventions and understandings of PTSD as such.
This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made. Boin (2019) argues that in transboundary crisis management it is almost impossible to achieve centralization and coordination. This article identifies three principles through which actors in a transboundary crisis can balance centralization with autonomy while shaping coordination along the way. We reanalysed three transboundary cases: the Dutch military mission in Afghanistan, the downing of MH17 and hurricane Irma striking Sint-Maarten. The principles we found are as follows: (a) reformulating key strategic priorities, (b) flexible adaptation of crisis management protocols and (c) the emergence of multifunctional units. With these three principles, we reflect on challenges in the Dutch crisis response to the corona outbreak and propose improvements for progressing current crisis management efforts.
Abstract
K E Y W O R D Scorona virus, organizational synthesis, transboundary crisis
Peace operations involving modern armed forces require a system of command in which responsibilities and authorities are delegated throughout the command line: mission command. Although mission command is popular in theory, in practice commanders appear to have problems with the delegation of authority. This study analyzed the practice of mission command in four Dutch case studies. The main analysis shows a relation between the granting of autonomy to subordinate commanders, on the one hand, and the clarity of the objectives, the appropriateness of the means, and the mutual trust between commanders at different levels, on the other. Further analysis shows that the possession of good communication means, the slow pace of operations, the development of routines, the required safety of personnel, the political sensitivity, and the deployment of mixed units are obstacles to mission command as well. The conclusion is that mission command is hard to implement.
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