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 International Conference on Complex Systems (ICCS2007)

Coalition Leadership during highly complex crisis situations

Kent Phillips
MITRE Corporation

     Full text: Not available
     Last modified: June 28, 2007

Leadership of systems fail for three reasons: change is not linear, change is not formalizable, and change is not discrete (Falconer, 2002). In the context of the formation and maintenance of military coalitions, bifurcation points during a crisis allow independent agents or team members to emerge as a self-organizing and self-maintaining functioning team (Sellnow, Seeger, and Ulmer, 2002).
The objective of this research is to understand leadership behaviors that contribute to greater situational awareness and sensemaking that lead to effective decision-making during crisis highly complex crisis situations (Roberto, Bohmer, and Edmondson, 2006; Rudolph and Repenning, 2002; Weick, 1969, 1993, 1995; Weick and Roberts, 1993).
Past leadership and current practices demonstrate a deficiency in the knowledge of what behaviors are effective for recovering sustainable in periods of crisis. Government and academic consortiums have stated the need for further research to offer leaders tools for understanding social systems within crisis contexts. This research posits that by understanding chaos theory and complex systems, leaders will be better equipped to take the appropriate behaviors during times of crisis.

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