{"title":"麦哲伦效应——训练未来的海军军官执行任务指挥","authors":"E. Sjøvold, Odd Arne Nissestad","doi":"10.1108/tpm-01-2018-0008","DOIUrl":null,"url":null,"abstract":"Officers in post-cold war military operations frequently encounter situations that are not easily handled through central control and chain of command, but demand a more flexible leadership style and the ability to yield some control to subordinates. This study aims to investigate what it takes to train military leaders to master such Maneuver Warfare skills in a culture that still, unconsciously, fosters a chain of command structure.,Using a quasi-experimental pre-post design, the authors studied 30 teams of naval cadets (n = 228) in three separate Leadership Development Programs, each of 12 months full time duration. In the three otherwise identical programs, the authors varied one of the major exercises (sailing) both in duration and degree of structure and challenge. Parameters of team interaction were measured using the Systematizing the Person-Group Relation method and summarized in a construct labeled synergy.,One of the cohorts showed a significant positive effect. This cohort sailed a barque for ten weeks, crossing the Atlantic during winter storms. Apart from the clear mission of sailing the ship safely back to its home haven, they received no further instructions or training. Although the duration and the challenge likely count for part of the result, the authors argue that the lack of initial structure combined with a shared mission were more important.,Because of the cost and time involved in each program, it was not possible to independently vary duration, structure and mission. As a result, conclusions as to the reason for the greater positive effect seen in one of the programs cannot be definitively determined.,The study contributes to the understanding of the effect of unstructured situations on building Maneuver Warfare skills.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"26 1","pages":"169-182"},"PeriodicalIF":1.6000,"publicationDate":"2020-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-01-2018-0008","citationCount":"1","resultStr":"{\"title\":\"The Magellan effect – training future naval officers for mission command\",\"authors\":\"E. Sjøvold, Odd Arne Nissestad\",\"doi\":\"10.1108/tpm-01-2018-0008\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Officers in post-cold war military operations frequently encounter situations that are not easily handled through central control and chain of command, but demand a more flexible leadership style and the ability to yield some control to subordinates. This study aims to investigate what it takes to train military leaders to master such Maneuver Warfare skills in a culture that still, unconsciously, fosters a chain of command structure.,Using a quasi-experimental pre-post design, the authors studied 30 teams of naval cadets (n = 228) in three separate Leadership Development Programs, each of 12 months full time duration. In the three otherwise identical programs, the authors varied one of the major exercises (sailing) both in duration and degree of structure and challenge. Parameters of team interaction were measured using the Systematizing the Person-Group Relation method and summarized in a construct labeled synergy.,One of the cohorts showed a significant positive effect. This cohort sailed a barque for ten weeks, crossing the Atlantic during winter storms. Apart from the clear mission of sailing the ship safely back to its home haven, they received no further instructions or training. Although the duration and the challenge likely count for part of the result, the authors argue that the lack of initial structure combined with a shared mission were more important.,Because of the cost and time involved in each program, it was not possible to independently vary duration, structure and mission. As a result, conclusions as to the reason for the greater positive effect seen in one of the programs cannot be definitively determined.,The study contributes to the understanding of the effect of unstructured situations on building Maneuver Warfare skills.\",\"PeriodicalId\":46084,\"journal\":{\"name\":\"Team Performance Management\",\"volume\":\"26 1\",\"pages\":\"169-182\"},\"PeriodicalIF\":1.6000,\"publicationDate\":\"2020-04-16\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1108/tpm-01-2018-0008\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Team Performance Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/tpm-01-2018-0008\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/tpm-01-2018-0008","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
The Magellan effect – training future naval officers for mission command
Officers in post-cold war military operations frequently encounter situations that are not easily handled through central control and chain of command, but demand a more flexible leadership style and the ability to yield some control to subordinates. This study aims to investigate what it takes to train military leaders to master such Maneuver Warfare skills in a culture that still, unconsciously, fosters a chain of command structure.,Using a quasi-experimental pre-post design, the authors studied 30 teams of naval cadets (n = 228) in three separate Leadership Development Programs, each of 12 months full time duration. In the three otherwise identical programs, the authors varied one of the major exercises (sailing) both in duration and degree of structure and challenge. Parameters of team interaction were measured using the Systematizing the Person-Group Relation method and summarized in a construct labeled synergy.,One of the cohorts showed a significant positive effect. This cohort sailed a barque for ten weeks, crossing the Atlantic during winter storms. Apart from the clear mission of sailing the ship safely back to its home haven, they received no further instructions or training. Although the duration and the challenge likely count for part of the result, the authors argue that the lack of initial structure combined with a shared mission were more important.,Because of the cost and time involved in each program, it was not possible to independently vary duration, structure and mission. As a result, conclusions as to the reason for the greater positive effect seen in one of the programs cannot be definitively determined.,The study contributes to the understanding of the effect of unstructured situations on building Maneuver Warfare skills.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.