Military teams - A demand for resilience

The article of record as published may be found at http://dx.doi.org/10.3233/WOR-162298BACKGROUND: The Royal Norwegian Naval Academy (RNoNA) has an interest in enhancing military teams’ knowledge, skills and abilities to deal with complex situations and environments. OBJECTIVE: The objective is to document the need for resilience in military teams and to expand the understanding of how such behavior can be meaningfully instilled through team training interventions. METHOD: Norwegian military subject matter experts (SMEs) assessed the performance of military teams participating in complex military training exercises. Eight cadet teams at the RNoNA were assessed during two separate 4-hour simulator training exercises and a 48-hour live training exercise. RESULTS: Positive Spearman rank correlation coefficients between resilience assessments in the simulator training exercises and the live training exercise were strongest when the simulator scenario emphasized resilience factors inherent in the live exercise, and weakest when the simulator scenario did not facilitate the task demands in the live exercise. CONCLUSION: The study showed that resilience assessed in teams during simulator training exercises predicted their resilient behavior in a subsequent live training exercise and that the proper design of scenario-based simulator training can realistically and effectively represent resilience stressors found in live operations.This work was sponsored by The Royal Norwegian Naval Academy

Performance assessment of military teams in simulator and live exercises

The purpose of this paper is to present and evaluate a tool designed to assess the performance of military teams participating in complex military training exercises and to investigate the effectiveness of simulator training and live training from the matching of inherent stressors. Specifically, this study evaluates a tool that has been used by Norwegian military subject matter experts (SMEs) to assess the performance of eight cadet teams at the Royal Norwegian Naval Academy (RNoNA) during two separate 4-hour simulator exercises and a 48-hour live exercise. The resulting positive Spearman rank correlation coefficients between team performance assessments in the simulator exercises and the live exercise were strongest when the simulator scenario emphasized the stressors inherent in the live exercise and weakest when the simulator scenario did not facilitate the task demands in the live exercise. The study showed that (1) team performance measured in simulator training exercises can predict performance in a subsequent live training exercise, and (2) that scenario-based simulator training can realistically and effectively represent training demands for live operations. Our findings show the RNoNA tool can be easily applied to team training exercises and provide a meaningful evaluation of a team's future performance

The ability of project managers to implement industry 4.0-related projects

Abstract: Please refer to full text to view abstrac

BEYOND BUDGETING AND AGILE SOFTWARE DEVELOPMENT: A CONCEPTUAL FRAMEWORK FOR THE PERFORMANCE MANAGEMENT OF AGILE SOFTWARE DEVELOPMENT TEAMS

Around the same time as the emergence of agile methods as a formalized concept, the management accounting literature introduced the concept of Beyond Budgeting as a performance management model for changing business environments. Both concepts share many similarities with both having a distinctly agile or adaptive perspective. The Beyond Budgeting model promises to enable companies to keep pace with changing business environments, quickly create and adapt strategy and empower people throughout the organization to make effective changes. This research in progress paper attempts to develop the Beyond Budgeting model within the context of agile software development teams. The twelve Beyond Budgeting principles are discussed and a research framework is presented. This framework is being used in two case studies to investigate the organizational issues and challenges that affect the performance of agile software development teams

Assessing Navy Flag-Level Command Transitions: Commanders, Command Teams, and Effectiveness

NPS NRP Technical ReportAssessing Navy Flag-Level Command Transitions: Commanders, Command Teams, and EffectivenessCommander, Operational Test and Evaluation Force (COMOPTEVFOR)This research is supported by funding from the Naval Postgraduate School, Naval Research Program (PE 0605853N/2098). https://nps.edu/nrpChief of Naval Operations (CNO)Approved for public release. Distribution is unlimited.

Education for Cognitive Agility: Improved Understanding and Governance of Cyberpower

publishedVersio

Agility Measurement for Large Organizations

There is an ongoing demand for organizations to become more agile in order to prosper amongst their competitors. Many organizations, including the United States Department of Defense (DoD), have declared a renewed focus towards organizational agility. This research begins by providing a suitable and formal definition of organizational agility (OA) by exploring and analyzing relevant scholarly literature on the subject. Existing methods to measure OA are examined and summarized, and their current limitations are highlighted. Previous studies to find characteristics associated with organizational agility are examined and the Q-sort method was employed to discover, analyze and eliminate redundant items from the data set, ultimately resulting in 64 unique characteristics. Exploratory factor analysis (EFA) and was applied to a preliminary study with over 250 respondents representing 13 organizations to establish the structure of a latent construct to measure OA along with the individual characteristics necessary to calculate its factors. A second study, this time representing 40 organizations and with over 1,100 respondents, used confirmatory factor analysis (CFA) to confirm and validate the latent construct, its factors, and the fundamental questions necessary to measure OA. Lastly, the principles of convergent and discriminant validity were applied to test the validity of the OA model. Overall, this research contributes a model to proactively measure OA utilizing a 20-question questionnaire, allowing leaders the insight necessary to improve their organizations and to be prepared to capitalize on innovative opportunities