ORPP logo
Image from Google Jackets

Management of Extreme Situations : From Polar Expeditions to Exploration-Oriented Organizations.

By: Contributor(s): Material type: TextTextPublisher: Newark : John Wiley & Sons, Incorporated, 2019Copyright date: ©2019Edition: 1st edDescription: 1 online resource (446 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781119663010
Subject(s): Genre/Form: Additional physical formats: Print version:: Management of Extreme SituationsDDC classification:
  • 658.4/04
LOC classification:
  • HD31 .M363 2019
Online resources:
Contents:
Cover -- Half-Title Page -- Title Page -- Copyright Page -- Contents -- Preface -- A long cultural tradition -- A like-minded original project -- A regularly supported action -- Cerisy Symposiums: Selection of Publications -- Introduction -- I.1. Intent and status of the debates -- I.2. Some framework elements around the management of extreme situations -- I.3. Presentation of the book -- I.4. References -- PART 1: Exploration and the Extreme -- SECTION 1: The Logic of Exploration -- 1. An Exemplary Exploration Story: Nansen's Expedition to the North Pole -- 1.1. Introduction -- 1.2. A project that makes "sense" because it is consistent with an identity-based learning trajectory -- 1.3. A radical dual ambidextrous capacity -- 1.3.1. Planning -- 1.3.2. Adaptation -- 1.3.3. Exploration -- 1.3.4. Exploitation -- 1.4. A dynamic of knowledge expansion in terms of an epistemic community -- 1.4.1. The Intention -- 1.4.2. The spark -- 1.4.3. The manifesto -- 1.4.4. Various experts who formed a community around the project -- 1.4.5. A continuous increase in implementing knowledge -- 1.5. Conclusion -- 1.6. References -- 2. Project Management in Extreme Situations: The Manhattan Case -- 2.1. Introduction -- 2.2. The origins of the Manhattan project -- 2.3. Exploring the unknown -- 2.4. The Manhattan Project organization -- 2.5. Project management as sensemaking -- 2.6. The expansive legacy of the Manhattan project and the limit of the metaphor -- 2.7. References -- SECTION 2: Exploration Testimonies -- 3. Exploration, the Common Theme of a Training System on Innovation -- 3.1. The initial context at the origin of the adventure -- 3.2. The launch and preparation of the training program characteristic of exploration -- 3.3. The heart of program design: a step-by-step exploration -- 3.4. The transition to exploitation -- 3.5. Conclusion.
3.6. 2017, Toward future explorations -- 3.7. References -- 4. A New Progress Technique in the Himalayas -- 4.1. Introduction -- 4.2. The Himalayan technique, a reference -- 4.3. The emergence of new strategies -- 4.4. But also, listening to the doctors' recommendations... -- 4.5. "Doing it together" -- 4.6. Snail strategy, gentle progression, slow expedition, continuous progression? -- 4.6.1. Toward a name change -- 4.6.2. We have therefore named our strategy "progression douce" (gentle progression) -- 4.6.3. The gentle progression has become "the snail's strategy" -- 4.6.4. The snail strategy has been transformed into a slow expedition -- 4.6.5. Slow expedition now becomes continuous progress -- 4.7. Not to conclude.... -- SECTION 3: Toward an Extreme Ethnography -- 5. Some Methodological Considerations in Relation to the Objects Involved -- References -- 6. Ethnography of the Extreme: Epistemological and Methodological Issues of the Use of Video -- 6.1. Introduction -- 6.2. An involved and involving ethnography -- 6.3. Interests and limitations of the use of video in the production of materials -- 6.4. Video, a modality of ethnographic writing -- 6.5. Video, for an ethnography of activity -- 6.6. References -- PART 2: Creativity and Organizational Reliability -- SECTION 4: Organizational Creativity -- 7. Management of a Crisis Situation in a Large Video Game Studio -- 7.1. Introduction -- 7.2. A creativity crisis at Ubisoft's studio -- 7.3. Management of a major crisis -- 7.3.1. Bisociation -- 7.3.2. The recomposition of routines by a sequence of bisociations -- 7.4. Conclusion -- 7.5. References -- 8. Organizing Innovative Design or How to Remain an Explorer: The Case of Creaholic -- 8.1. Introduction -- 8.2. Innovative design and ambidextry -- 8.2.1. Forms of ambidexterity -- 8.2.2. Ambidextrous relationships.
8.3. The case of Creaholic, an innovative design company -- 8.3.1. Creaholic, an IDE that produces repeated innovation -- 8.3.2. A relevant governance structure -- 8.4. Discussion and conclusion: the IDE and a return to exploitation -- 8.5. References -- SECTION 5: Creativity under Constraint -- 9. Creativity under Constraint: A Management Sciences Perspective -- 9.1. Introduction -- 9.2. The different types of constraints and their actions -- 9.3. Internal design and cognitive constraints -- 9.4. Situational time and resource constraints -- 9.5. Border constraints -- 9.6. The construction of the sense of constraints -- 9.7. Organizational climate -- 9.8. Conclusion -- 9.9. References -- 10. Creativity for Extreme Situations -- 10.1. Introduction -- 10.2. Introduction to creativity -- 10.2.1. Definition of creativity -- 10.2.2. Creative processes -- 10.3. Creativity and risk management -- 10.3.1. Creativity, insight and intuition when making decisions in extreme situations -- 10.3.2. Creativity and daily risk management -- 10.4. Creativity for anticipating extreme situations -- 10.4.1. What can we learn from fiction writers? -- 10.4.2. Co-creativity in a virtual environment -- 10.5. Conclusion -- 10.6. References -- SECTION 6: Organizational Reliability -- 11. Scope and Limits of Extreme Situations for Highly Reliable Organizations: A Pragmatic Interpretation -- 11.1. Introduction -- 11.2. The growing interest in extreme situations -- 11.3. The pragmatist approach to situations -- 11.4. HROs: keeping extreme situations under control -- 11.5. The mutual influence of situations and organization: between normality and extremity -- 11.6. Extremity traps and extreme situations -- 11.7. Conditions for a contribution of extreme situations to the knowledge of situations and organizations -- 11.8. References.
12. Error in Decision-Making Processes in Operational Situations: The Case of Fire Rescue Organizations -- 12.1. Introduction -- 12.2. The study of ordinary situations in codified activities for decision making -- 12.2.1. Extreme and unique contexts of at-risk organizations -- 12.2.2. Situation awareness theory to understand the cognitive process of actors -- 12.2.3. Reasoning error for a cognitive approach -- 12.3. Action-research methodology for analyzing decision making in situations -- 12.4. The case of the organization of rescue operations in forest firefighting operations: the management of cross-border operat -- 12.4.1. Definition of the extreme context of the forest firefighting operation -- 12.4.2. Application of situation awareness theory to the identification of the decision-making process -- 12.5. Perception of error as a practice for learning -- 12.6. References -- PART 3: Register of the Intelligibility of Extreme Management Situations -- SECTION 7: Meaning and Sensemaking -- 13. Going to Extreme Situations: What Meaning Should be Given to Such a Project? -- 13.1. Introduction -- 13.2. Why go on a journey or an expedition? -- 13.3. The unavoidable concern of the quest for meaning -- 13.4. The project approach that generates meaning -- 13.5. The meaning of a project for its stakeholders: author and actors -- 13.6. The uncertainties linked to the project when thinking about extreme situations -- 13.7. What meaning should be given to the willingness to undertake the project? -- 13.7.1. Where can we go? -- 13.7.2. Why leave? -- 13.7.3. What significant opportunities dictate the current situation? -- 13.7.4. How does my current questioning resonate with my personal history? -- 13.7.5. Whom to carry out a project with? -- 13.8. To start a project, the art of steering a boat -- 13.9. References -- 14. Sense, Sensitivity and Competence.
14.1. Introduction -- 14.2. Norms, actions and cognitive activity -- 14.3. Meaning or sense? -- 14.4. Proposal for "common sense" -- 14.5. "Sensitivity to" and practical rationality -- 14.6. "Sensitivity to" and structured activity -- 14.7. "Sensitivity to" and competence -- 14.8. What about extreme situations according to this approach? -- 14.9. References -- 15. A Sea Kayaker's Identity Route and Learning Experience in the Arctic -- 15.1. Genesis -- 15.2. 2007: the initiation -- 15.3. 2008: the road to autonomy -- 15.4. 2009: fraternity -- 15.5. 2010: learning about limits, and the need for sharing -- 15.6. 2011: the discovery of a new territory -- 15.7. 2012: teaming up with a (nearly) unknown person -- 15.8. 2013: filiation (1) -- 15.9. 2014: the parallel world -- 15.10. 2015: filiation (2) -- 15.11. 2016: filiation (3) between adults -- 15.12. 2017: serenity and satisfaction -- 15.13. Knowledge and self-improvement, more than an identity journey -- 15.14. Putting everything into perspective -- 15.15. Conclusion -- SECTION 8: Organizational Ambidexterity -- 16. Organizational Ambidexterity: The Double Organic Ambidexterity -- 16.1. Summary -- 16.2. Double ambidexterity: an essential skill of the project manager -- 16.3. From polar expedition to organizational change -- 16.4. Methodological aspects -- 16.5. Identifying mode changes: transitions -- 16.5.1. Case A -- 16.5.2. Case B -- 16.5.3. Case C -- 16.6. Organic ambidexterity as a meta-competency -- 16.7. Conclusion -- 16.8. Acknowledgments -- 16.9. Appendix: changes in mode of action in all three cases -- 16.10. References -- 17. Radical Change in an Extreme Context: Mountaineers Conquering the Darwin Cordillera in Patagonia -- 17.1 Introduction -- 17.2. The episode of radical change -- 17.3. Implementation of a radical change in an extreme context -- 17.4. Methodology.
17.5. The implementation of radical change: from boat to bags.
Tags from this library: No tags from this library for this title. Log in to add tags.
Star ratings
    Average rating: 0.0 (0 votes)
No physical items for this record

Cover -- Half-Title Page -- Title Page -- Copyright Page -- Contents -- Preface -- A long cultural tradition -- A like-minded original project -- A regularly supported action -- Cerisy Symposiums: Selection of Publications -- Introduction -- I.1. Intent and status of the debates -- I.2. Some framework elements around the management of extreme situations -- I.3. Presentation of the book -- I.4. References -- PART 1: Exploration and the Extreme -- SECTION 1: The Logic of Exploration -- 1. An Exemplary Exploration Story: Nansen's Expedition to the North Pole -- 1.1. Introduction -- 1.2. A project that makes "sense" because it is consistent with an identity-based learning trajectory -- 1.3. A radical dual ambidextrous capacity -- 1.3.1. Planning -- 1.3.2. Adaptation -- 1.3.3. Exploration -- 1.3.4. Exploitation -- 1.4. A dynamic of knowledge expansion in terms of an epistemic community -- 1.4.1. The Intention -- 1.4.2. The spark -- 1.4.3. The manifesto -- 1.4.4. Various experts who formed a community around the project -- 1.4.5. A continuous increase in implementing knowledge -- 1.5. Conclusion -- 1.6. References -- 2. Project Management in Extreme Situations: The Manhattan Case -- 2.1. Introduction -- 2.2. The origins of the Manhattan project -- 2.3. Exploring the unknown -- 2.4. The Manhattan Project organization -- 2.5. Project management as sensemaking -- 2.6. The expansive legacy of the Manhattan project and the limit of the metaphor -- 2.7. References -- SECTION 2: Exploration Testimonies -- 3. Exploration, the Common Theme of a Training System on Innovation -- 3.1. The initial context at the origin of the adventure -- 3.2. The launch and preparation of the training program characteristic of exploration -- 3.3. The heart of program design: a step-by-step exploration -- 3.4. The transition to exploitation -- 3.5. Conclusion.

3.6. 2017, Toward future explorations -- 3.7. References -- 4. A New Progress Technique in the Himalayas -- 4.1. Introduction -- 4.2. The Himalayan technique, a reference -- 4.3. The emergence of new strategies -- 4.4. But also, listening to the doctors' recommendations... -- 4.5. "Doing it together" -- 4.6. Snail strategy, gentle progression, slow expedition, continuous progression? -- 4.6.1. Toward a name change -- 4.6.2. We have therefore named our strategy "progression douce" (gentle progression) -- 4.6.3. The gentle progression has become "the snail's strategy" -- 4.6.4. The snail strategy has been transformed into a slow expedition -- 4.6.5. Slow expedition now becomes continuous progress -- 4.7. Not to conclude.... -- SECTION 3: Toward an Extreme Ethnography -- 5. Some Methodological Considerations in Relation to the Objects Involved -- References -- 6. Ethnography of the Extreme: Epistemological and Methodological Issues of the Use of Video -- 6.1. Introduction -- 6.2. An involved and involving ethnography -- 6.3. Interests and limitations of the use of video in the production of materials -- 6.4. Video, a modality of ethnographic writing -- 6.5. Video, for an ethnography of activity -- 6.6. References -- PART 2: Creativity and Organizational Reliability -- SECTION 4: Organizational Creativity -- 7. Management of a Crisis Situation in a Large Video Game Studio -- 7.1. Introduction -- 7.2. A creativity crisis at Ubisoft's studio -- 7.3. Management of a major crisis -- 7.3.1. Bisociation -- 7.3.2. The recomposition of routines by a sequence of bisociations -- 7.4. Conclusion -- 7.5. References -- 8. Organizing Innovative Design or How to Remain an Explorer: The Case of Creaholic -- 8.1. Introduction -- 8.2. Innovative design and ambidextry -- 8.2.1. Forms of ambidexterity -- 8.2.2. Ambidextrous relationships.

8.3. The case of Creaholic, an innovative design company -- 8.3.1. Creaholic, an IDE that produces repeated innovation -- 8.3.2. A relevant governance structure -- 8.4. Discussion and conclusion: the IDE and a return to exploitation -- 8.5. References -- SECTION 5: Creativity under Constraint -- 9. Creativity under Constraint: A Management Sciences Perspective -- 9.1. Introduction -- 9.2. The different types of constraints and their actions -- 9.3. Internal design and cognitive constraints -- 9.4. Situational time and resource constraints -- 9.5. Border constraints -- 9.6. The construction of the sense of constraints -- 9.7. Organizational climate -- 9.8. Conclusion -- 9.9. References -- 10. Creativity for Extreme Situations -- 10.1. Introduction -- 10.2. Introduction to creativity -- 10.2.1. Definition of creativity -- 10.2.2. Creative processes -- 10.3. Creativity and risk management -- 10.3.1. Creativity, insight and intuition when making decisions in extreme situations -- 10.3.2. Creativity and daily risk management -- 10.4. Creativity for anticipating extreme situations -- 10.4.1. What can we learn from fiction writers? -- 10.4.2. Co-creativity in a virtual environment -- 10.5. Conclusion -- 10.6. References -- SECTION 6: Organizational Reliability -- 11. Scope and Limits of Extreme Situations for Highly Reliable Organizations: A Pragmatic Interpretation -- 11.1. Introduction -- 11.2. The growing interest in extreme situations -- 11.3. The pragmatist approach to situations -- 11.4. HROs: keeping extreme situations under control -- 11.5. The mutual influence of situations and organization: between normality and extremity -- 11.6. Extremity traps and extreme situations -- 11.7. Conditions for a contribution of extreme situations to the knowledge of situations and organizations -- 11.8. References.

12. Error in Decision-Making Processes in Operational Situations: The Case of Fire Rescue Organizations -- 12.1. Introduction -- 12.2. The study of ordinary situations in codified activities for decision making -- 12.2.1. Extreme and unique contexts of at-risk organizations -- 12.2.2. Situation awareness theory to understand the cognitive process of actors -- 12.2.3. Reasoning error for a cognitive approach -- 12.3. Action-research methodology for analyzing decision making in situations -- 12.4. The case of the organization of rescue operations in forest firefighting operations: the management of cross-border operat -- 12.4.1. Definition of the extreme context of the forest firefighting operation -- 12.4.2. Application of situation awareness theory to the identification of the decision-making process -- 12.5. Perception of error as a practice for learning -- 12.6. References -- PART 3: Register of the Intelligibility of Extreme Management Situations -- SECTION 7: Meaning and Sensemaking -- 13. Going to Extreme Situations: What Meaning Should be Given to Such a Project? -- 13.1. Introduction -- 13.2. Why go on a journey or an expedition? -- 13.3. The unavoidable concern of the quest for meaning -- 13.4. The project approach that generates meaning -- 13.5. The meaning of a project for its stakeholders: author and actors -- 13.6. The uncertainties linked to the project when thinking about extreme situations -- 13.7. What meaning should be given to the willingness to undertake the project? -- 13.7.1. Where can we go? -- 13.7.2. Why leave? -- 13.7.3. What significant opportunities dictate the current situation? -- 13.7.4. How does my current questioning resonate with my personal history? -- 13.7.5. Whom to carry out a project with? -- 13.8. To start a project, the art of steering a boat -- 13.9. References -- 14. Sense, Sensitivity and Competence.

14.1. Introduction -- 14.2. Norms, actions and cognitive activity -- 14.3. Meaning or sense? -- 14.4. Proposal for "common sense" -- 14.5. "Sensitivity to" and practical rationality -- 14.6. "Sensitivity to" and structured activity -- 14.7. "Sensitivity to" and competence -- 14.8. What about extreme situations according to this approach? -- 14.9. References -- 15. A Sea Kayaker's Identity Route and Learning Experience in the Arctic -- 15.1. Genesis -- 15.2. 2007: the initiation -- 15.3. 2008: the road to autonomy -- 15.4. 2009: fraternity -- 15.5. 2010: learning about limits, and the need for sharing -- 15.6. 2011: the discovery of a new territory -- 15.7. 2012: teaming up with a (nearly) unknown person -- 15.8. 2013: filiation (1) -- 15.9. 2014: the parallel world -- 15.10. 2015: filiation (2) -- 15.11. 2016: filiation (3) between adults -- 15.12. 2017: serenity and satisfaction -- 15.13. Knowledge and self-improvement, more than an identity journey -- 15.14. Putting everything into perspective -- 15.15. Conclusion -- SECTION 8: Organizational Ambidexterity -- 16. Organizational Ambidexterity: The Double Organic Ambidexterity -- 16.1. Summary -- 16.2. Double ambidexterity: an essential skill of the project manager -- 16.3. From polar expedition to organizational change -- 16.4. Methodological aspects -- 16.5. Identifying mode changes: transitions -- 16.5.1. Case A -- 16.5.2. Case B -- 16.5.3. Case C -- 16.6. Organic ambidexterity as a meta-competency -- 16.7. Conclusion -- 16.8. Acknowledgments -- 16.9. Appendix: changes in mode of action in all three cases -- 16.10. References -- 17. Radical Change in an Extreme Context: Mountaineers Conquering the Darwin Cordillera in Patagonia -- 17.1 Introduction -- 17.2. The episode of radical change -- 17.3. Implementation of a radical change in an extreme context -- 17.4. Methodology.

17.5. The implementation of radical change: from boat to bags.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

There are no comments on this title.

to post a comment.

© 2024 Resource Centre. All rights reserved.