Learning Processes for Crisis Management in Complex Organizations

Lagadec, Patrick

doi:10.1111/1468-5973.00034

Cited by 93 publications

(71 citation statements)

References 6 publications

(2 reference statements)

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“…Å trene på organisering av kritiske hendelser beskrives som en suksessfaktor for god håndtering (Carrel 2000;Dror 1988;Lagadec 1997). Kriminalomsorgen har erfaring med stabsorganisering, men da ved kritiske hendelser med kortere tidsforløp.…”

Section: En Kritisk Situasjon: Ingen Hundremeter Men Et Maratonunclassified

«Å bryte linja»

Sørensen¹

2017

NST

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«Å bryte linja» Rutiner og fleksibilitet i organisering av fengslingen etter terrorangrepet 22/7-11Knut Mellingsaeter Sørensen (f. 1972), sosiolog (UiO, 2007), høgskolelektor, Kriminalomsorgens høgskole og utdanningssenter. knut.sorensen@krus.no SAMMENDRAG Artikkelen baserer seg på en kvalitativ studie av Ila fengsels håndtering av fengslingen av Anders Behring Breivik etter terrorangrepet mot Norge 22/7-11. Artikkelen viser at Ilas organisasjonsstruktur ikke var dimensjonert for å møte de utfordringene de sto overfor. Det ble derfor etablert en midlertidig organisasjonsform som var mer fleksibel og hurtigarbeidende, i tillegg til at tiltak skulle gjennomføres i den byråkratiske og hierarkiske strukturen. Den midlertidige organisasjonen skulle etablere nødvendige sikkerhetstiltak og organisere en avdeling med saerlig høyt sikkerhetsnivå. Artikkelen diskuterer hvordan denne midlertidige organisasjonen kommuniserte, besluttet og effektuerte beslutninger i organisasjonen. På grunn av kritisk tidsknapphet og en forventning om å handle raskt, samt utilstrekkelig kapasitet i linja, vokste det frem et uformelt prinsipp for handling: «just do it». Fengslingen innebar også at Ila fikk gradert informasjon som ikke skulle lekke ut. Dette førte til etablering av et annet uformelt handlingsprinsipp: «need to know». Dette resulterte i en løskobling fra den formelle strukturen. Ifølge informantene i studien var det nødvendig å bryte den hierarkiske linjeorganiseringen. Lederne anså det som viktigere å følge de uformelle handlingsprinsippene og utvise fleksibilitet enn å følge den formelle strukturen, selv om tilknytningen til linja i utgangspunktet er dypt forankret i organisasjonen. Sterke forventninger fra omgivelsene påvirket dermed ledernes fortolkning av situasjonen (sensemaking). Studiens funn antyder samtidig at det kan oppstå en konflikt mellom «just do it» og «need to know» i kritiske situasjoner. ABSTRACTThe article presents a case study of Ila Prison and the imprisonment of Anders Behring Breivik after the terror attacks in Norway 22/7-11. The case is an example of how an organization handles a critical situation, and the research question to be answered is: How can leaders' sequential patterns of actions in a critical situation be understood? The study shows that the organizational structure at Ila, at the time of the terror attacks, was not dimensioned to meet the requirements that the imprisonment of Breivik implied. Because of the critical shortage of time and the immediate need for action, members of a temporary organization incorporated the informal principle «just do it». The imprisonment of Breivik implied that staff got access to classified information, and in order to reduce the risk for leaks, the informal principle «need to know» was incorporated as well. These two informal principles resulted in a loose coupling from the formal organizational structure, where the ordinary chain of command was broken and an alternative sequential pattern of action was established. Clearly defined expectations from the e...

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Section: En Kritisk Situasjon: Ingen Hundremeter Men Et Maratonunclassified

«Å bryte linja»

Sørensen¹

2017

NST

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“…This argument implies the need to create a certain kind of knowledge repository to store knowledge of employees. Lagadec (1997) argues that one of the major challenges in crisis management is to rapidly identify experts who have particular kinds of knowledge and present this knowledge to employees who directly deal with crises before it is too late. Simon and Pauchant (2000) argue that organizations should increase their knowledge bases by creating knowledge about potential crises by learning from the experience gained from crises, which in turn can enhance organization's capability of coping with similar crises.…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge Management: The Key to Sustainability of Economic Crisis

Cania¹,

Korsita²

2015

MJSS

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“…They may involve senior management at the strategic level, but also personnel on the operational and tactical level of the organization. The value of conducting exercises is considered high (Rosenthal et al 2001;Lagadec 1997), and the general assumption is that crisis management exercises provide arenas for learning and knowledge sharing.…”

Section: Introductionmentioning

confidence: 99%

Planning and conducting crisis management exercises for decision-making: the do’s and don’ts

Grunnan

Fridheim

2017

EURO Journal on Decision Processes

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Organizations exercise to strengthen their crisis management capability, to identify possible improvements to plans, and to develop necessary skills. Taking part in exercises is one way leaders can test their decision-making abilities under emergencies and crises. Crisis management exercises provide arenas for learning and knowledge sharing. This paper discusses how exercises can be performed better and more efficiently. We draw upon practical experiences from 12 table top and functional exercises, involving a variety of military and civilian actors, and we argue that it is possible to improve the planning and conduct of many exercises, leading to more relevant results and greater benefits for the participants. We want to demonstrate that exercises are important tools for decision-making and strategic planning processes within units or organizations. The target audience for the paper is anyone involved in crisis management exercises, from strategic planners and decision-makers to practitioners. The paper identifies practical recommendations for successful crisis management exercises, both discussion-based and operationsbased. Learning points are extracted and analyzed with the use of problem structuring methods, resulting in a list of success criteria for crisis management exercises with examples of what works well and what does not.

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Learning Processes for Crisis Management in Complex Organizations

Cited by 93 publications

References 6 publications

«Å bryte linja»

«Å bryte linja»

Knowledge Management: The Key to Sustainability of Economic Crisis

Planning and conducting crisis management exercises for decision-making: the do’s and don’ts

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