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ConflictHow Soldiers Make Impossible Descisions$
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Neil D. Shortland, Laurence J. Alison, and Joseph M. Moran

Print publication date: 2019

Print ISBN-13: 9780190623449

Published to Oxford Scholarship Online: February 2019

DOI: 10.1093/oso/9780190623449.001.0001

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Team Learning

Team Learning

Chapter:
(p.120) 7 Team Learning
Source:
Conflict
Author(s):

Neil D. Shortland

Laurence J. Alison

Joseph M. Moran

Publisher:
Oxford University Press
DOI:10.1093/oso/9780190623449.003.0007

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.

Keywords:   learning, interoperability, organizational pressures, organizational conflict, organizational values, hierarchy, unity of command, decentralization, inertia

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