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Dennis Andersson, & Amy Rankin. (2012). Sharing mission experience in tactical organisations. In Z.Franco J. R. L. Rothkrantz (Ed.), ISCRAM 2012 Conference Proceedings – 9th International Conference on Information Systems for Crisis Response and Management. Vancouver, BC: Simon Fraser University. Abstract: A tactical organisation can be seen as an adhocracy designed to perform missions in uncertain, ambiguous and complex environments. Flexibility, adaptability, resilience, innovation, creativity and improvisation have all been identified as key skills for successful outcome of these missions. To learn skills associated with such abilities previous research has shown that knowledge acquired through experience plays an important role. It is important that organisations share and learn from experiences to improve their ability to cope with novel situations. In literature there is a lack of consistency in how these abilities are discussed, we therefore propose the FAIRIC model. By unravelling some of the similarities and differences we create a common vocabulary to discuss knowledge gained from experience. This can help classify different experiences and provide a systematic way of gathering and modelling knowledge on situational factors to enable sharing of mission experience over boundaries of time and space. Â© 2012 ISCRAM. Keywords: Hardware; Innovation; Adaptability; Adhocracy; Creativity; Flexibility; Improvisation; Resilience; Seci; Tacit knowledge; Tactical organisation; Vicarious learning; Information systems Track: Human Experiences in the Design of Crisis Response and Management Services and Systems http://idl.iscram.org/show.php?record=74
Per Wikberg, Dennis Andersson, & Björn Johansson. (2017). Assessing command and control teams' performance and agility. In eds Aurélie Montarnal Matthieu Lauras Chihab Hanachi F. B. Tina Comes (Ed.), Proceedings of the 14th International Conference on Information Systems for Crisis Response And Management (pp. 204–219). Albi, France: Iscram. Abstract: Crisis response organizations and military units must be agile and able to adapt to dynamic situations. The ability to adapt includes command and control agility, organizational adaptability and individual adaptability. An exploratory study of these adaptability traits were undertaken during a naval exercise. The exercise scenario was designed to progressively become more challenging, suggesting decreased performance and adaptability over time. The study objectives were to develop a data collection approach for adaptability traits and to investigate association between these traits and performance. Data collected from four command teams were evaluated in terms of response rate and item variation. Principal component analysis was used to explore latent structures and relationships. The results indicate acceptable survey response rates and trends showing a decrease in organizational adaptability and C2 agility over time while individual adaptability increased. The analysis also identified five partially independent components in the latent structure. Keywords: Command and control; Agility; Adaptability; Performance assessment Track: Command and control studies http://idl.iscram.org/show.php?record=2012

Abstract: A tactical organisation can be seen as an adhocracy designed to perform missions in uncertain, ambiguous and complex environments. Flexibility, adaptability, resilience, innovation, creativity and improvisation have all been identified as key skills for successful outcome of these missions. To learn skills associated with such abilities previous research has shown that knowledge acquired through experience plays an important role. It is important that organisations share and learn from experiences to improve their ability to cope with novel situations. In literature there is a lack of consistency in how these abilities are discussed, we therefore propose the FAIRIC model. By unravelling some of the similarities and differences we create a common vocabulary to discuss knowledge gained from experience. This can help classify different experiences and provide a systematic way of gathering and modelling knowledge on situational factors to enable sharing of mission experience over boundaries of time and space. Â© 2012 ISCRAM.

Keywords: Hardware; Innovation; Adaptability; Adhocracy; Creativity; Flexibility; Improvisation; Resilience; Seci; Tacit knowledge; Tactical organisation; Vicarious learning; Information systems

Track: Human Experiences in the Design of Crisis Response and Management Services and Systems

http://idl.iscram.org/show.php?record=74

Abstract: Crisis response organizations and military units must be agile and able to adapt to dynamic situations. The ability to adapt includes command and control agility, organizational adaptability and individual adaptability. An exploratory study of these adaptability traits were undertaken during a naval exercise. The exercise scenario was designed to progressively become more challenging, suggesting decreased performance and adaptability over time. The study objectives were to develop a data collection approach for adaptability traits and to investigate association between these traits and performance. Data collected from four command teams were evaluated in terms of response rate and item variation. Principal component analysis was used to explore latent structures and relationships. The results indicate acceptable survey response rates and trends showing a decrease in organizational adaptability and C2 agility over time while individual adaptability increased. The analysis also identified five partially independent components in the latent structure.