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Organizing Ambiguity: A Grounded Theory of Leadership and Sensemaking Within Dangerous Contexts

机译：组织歧义性：危险背景下的领导力和理性思考的扎根理论

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摘要

Leaders in high-reliability organizational contexts such as firefighting, emergency medicine, and law enforcement often face the challenge of making sense of environments that are dangerous, highly ambiguous, and rapidly changing. Most leadership research, however, has focused on more stable conditions. This study analyzed 100 reports of "near-miss" situations in which firefighters narrowly escaped injury or death, drawing upon sensemaking and high-reliability organizational theories to provide a grounded theory of leadership processes within extreme events. Themes related to direction setting, knowledge, talk, role acting, role modeling, trust, situa-tional awareness, and agility were key categories. Further abstraction of the data revealed the higher-order categories of framing, heedful interrelating, and adjusting as key characteristics of the overall social process of leadership within dangerous contexts, labeled organizing ambiguity. These findings highlight leadership as a collective sensemaking process in which ambiguity is reduced and resilience promoted in the face of danger via interaction among and between leaders and followers.
机译：诸如消防，急救医学和执法等高可靠性组织环境中的领导者经常面临挑战，要弄清危险，高度模棱两可和快速变化的环境。但是，大多数领导力研究都集中在更稳定的条件上。这项研究分析了100篇关于“接近失踪”情况的报告，在这些情况中，消防员险些逃脱了受伤或死亡的危险，并借鉴了理性认识和高可靠性组织理论，为极端事件中的领导过程提供了扎实的理论。与方向设定，知识，谈话，角色扮演，角色建模，信任，情景意识和敏捷性相关的主题是关键类别。数据的进一步抽象显示框架，注意的相互关联和调整的高阶类别是危险情况下领导者整个社会过程的关键特征，被标记为组织歧义。这些发现凸显了领导力是一种集体意义的形成过程，在这种过程中，领导者和追随者之间以及领导者与追随者之间的互动减少了歧义，并在面对危险时提高了应变能力。

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  • 来源
    《Military psychology》 |2010年第1期|P.42-69|共28页
  • 作者

    Benjamin E. Baran; Cliff W. Scott;

  • 作者单位

    Organizational Science, University of North Carolina at Charlotte, 9201 University City Blvd., Charlotte, NC 28223;

    rnOrganizational Science, University of North Carolina at Charlotte, Charlotte, North Carolina;

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