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Beyond Command and Control - Richard Adams, Christine Owen, Cameron Scott, David Phillip Parsons

Beyond Command and Control

Leadership, Culture and Risk
Buch | Hardcover
104 Seiten
2017
CRC Press (Verlag)
978-1-138-71258-4 (ISBN)
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This book will advance the understanding of leadership beyond the inherited myths and modalities of command and control. Leadership is separated from ideas and institutional seniority and explained as the collaborative power of one with others. Enabling the intelligent co-participation of all people, the constructive effect of this approach to leadership is in the engagement of people. This is significant when task accomplishment depends not on managerial direction, but on the interaction of people with each other, with technical systems, and with complex regulations which are often across jurisdictional boundaries. Examples and case studies are included.

Richard Adams is an Australian Fulbright Scholar to Yale University, he holds doctoral, masters, and first class degrees from the University of Western Australia, and a master’s degree from the University of New South Wales. His professional interests and experience lie in ideas of public responsibility, and in the inter-relationship of leadership, organisational culture, and risk. He is a researcher at University College, the University of New South Wales. Christine Owen is a senior researcher investigating communication, coordination and collaborative practices in safety critical and high consequence environments. She has conducted research in aviation, emergency medicine and emergency management domains. She has a particular interest in theories of working life and how developmental work environments may be enabled. She is currently engaged in research and teaching in the emergency management sector in Australia. Cameron Scott is the Network Emergency Management Lead at the National Broadband Network (NBN), responsible for coordinating the response to any network disruption as well as the development of emergency management capability, including planning, training and exercising. Cameron has had emergency management roles in the State and Federal government, including the Department of Economic Development, Jobs, Transport and Resources in Victoria and the Australian Emergency Management Institute within Emergency Management Australia. Cameron served as a sworn officer with the Western Australia Police for over 13 years, working in the emergency management and counter terrorism sections, with responsibility for emergency planning, capability development and emergency response. David Parsons is a Senior Mine Safety Officer (Emergency Management Specialist) with the NSW Dept of Industry. He is a fellow of the Emergency Management Academy New York, the Global Business Continuity Institute and the Australian Institute of Emergency Services. He has had an extensive career in the areas of emergency management, business continuity and crisis management. Specialty areas of interest include neuro-science of decision making and leadership and organisational resilience.

Preface

Authors






Introduction





The Primary Purpose of This Book





Audience



Contesting the Myths of Leadership



Critical Ideas: Leadership and Command and Control




The Important Contribution of This Book



Structure of the Book



Conclusion




Unconstructive Power





Introduction



The Failure of Inherited Ideas of Leadership



Leadership Is Not a Position



Leadership and Risk



Command and Control Is Important



Collaborative Culture



Conclusion




Power and Partnership





Introduction



Leadership Is a Cultural Idea



Power With



Soft Power



Loyalty and Obedience



Responsibility



Conclusion




Leadership and Communicating





Introduction



Be Plain



Challenges to Effective Communication



Effective Communication



Communication between Different Agencies



Effectiveness, Efficiency and Psychological Safety




Leadership and Situation Awareness





Introduction



Situation Awareness



Generating Situation Awareness



Leading and Cooperating



Situation Awareness: In a Nutshell





Five Ways to Improve Situation Awareness




An Important Caveat




Leadership and Decision Making





Introduction



Elements of Decision Making



Decision Theory



The Collaborative Approach



Collaborative Leadership and Decision Making under Stress



Lessons Learned: Training for Good Decisions




Error Management





Introduction



Terms: Error and Violation



Errors Are Consequences



Four Broad Error Types



Error in the Technical and Automated Environment



Human Factors Underpinning Error



Error and Collaborative Leadership



A Just Organisation: Non-Jeopardy Reporting



Conclusion




Leadership and Obligation





Introduction



Leadership: Power and Failure



The Official Reports



Blind Eyes



Misleadership



Conclusions




Conclusion





The Contribution of This Book



Beyond Command and Control



Collaborative Culture



Power With



The Leaders Who Do Best



Command-and-Control Structures



Compelling, Not Coercive



References

Index

Erscheinungsdatum
Zusatzinfo 1 Tables, black and white; 2 Illustrations, black and white
Verlagsort London
Sprache englisch
Maße 156 x 234 mm
Gewicht 294 g
Themenwelt Sozialwissenschaften Politik / Verwaltung Europäische / Internationale Politik
Sozialwissenschaften Soziologie
Technik Umwelttechnik / Biotechnologie
Wirtschaft
ISBN-10 1-138-71258-2 / 1138712582
ISBN-13 978-1-138-71258-4 / 9781138712584
Zustand Neuware
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