In many military and critical incident situations, teams operate as part of a coalition or collective of other organizations. Interoperation adds complexity to the decision-making process because it brings together organizations with (potentially) disparate (and competing) values, priorities, and organizational practices. This chapter examines the issues of value congruence between the person and the organization. Specifically, it discusses value congruence at a situation-specific level (i.e., how does organizational/personal value congruence affect least-worst decision-making in operation) and also the factors within the organization that can facilitate or hinder effective decision-making. Finally, value congruence is extrapolated to examine the overall effects of “person–organization” fit, especially as it pertains to moral behavior and issues of retention.
Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.
If you think you should have access to this title, please contact your librarian.