G2TT
来源类型Research Reports
规范类型报告
ISBN9780833081032
来源IDRR-341-NRO
Surprise! From CEOs to Navy SEALs: How a Select Group of Professionals Prepare for and Respond to the Unexpected
Dave Baiocchi; D. Steven Fox
发表日期2013
出版年2013
页码106
语种英语
结论

Certain Strategies Can Be Applied Universally

  • Experience is a key way to avoid surprises.
  • Reducing the number of variables also reduces the complexity and size of the solution.
  • A measured response preserves future options.
  • Teamwork is essential, even for professions perceived as relying on individual actors.

Different Groups Prepare for and Respond to the Unexpected in Different Ways

  • Professionals in the most-contrived environments, such as athletic fields or theatrical stages, can plan reactions for nearly any possible contingency.
  • Those in moderately chaotic environments like operating rooms rely partially on checklists and rules, but also employ some basic response frameworks.
  • In highly chaotic environments, such as behind enemy lines, planning against specific surprise events is almost impossible. Instead, practitioners exercise a general-purpose framework.

Available Response Time Plays a Role

  • Tacticians, who must generally react within seconds or minutes, often must first overcome fear and anxiety. A typical protocol is to control panic, buy time, then revert to fundamentals learned in training.
  • Strategists, who have days or weeks to react, generally face immediate feelings of anger and an impulse to overreact. A similar process for coping is employed: control emotions, take some initial enabling actions, quickly assemble key staffers, and disseminate a coherent longer-term response.

Surprises Generated by Humans Are Typically More Complex

  • When people are at the root of a surprise (as opposed to, say, the environment), the system becomes more complex and the potential outcomes become more unpredictable.
  • The biggest surprises often come from third-party actors, not direct adversaries.
摘要
  • Attract and retain the most experienced people.
  • Strengthen communications and coordination between co-workers
  • Develop mechanisms and tools to promote more-measured responses.
  • Instill the workforce with the mindset that surprises can be both opportunities and learning experiences.
  • Top-level strategists must have good communication with co-workers throughout the entire response effort.
  • When appropriate, reach beyond one's immediate network and seek outside expertise.
  • Keep an eye on third-party stakeholders.
  • Assess the level of chaos in one's work environment, then develop strategies accordingly.
主题Business Process Improvement ; Corporate Governance ; Decisionmaking ; Occupations ; Special Operations Forces
URLhttps://www.rand.org/pubs/research_reports/RR341.html
来源智库RAND Corporation (United States)
资源类型智库出版物
条目标识符http://119.78.100.153/handle/2XGU8XDN/107558
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Dave Baiocchi,D. Steven Fox. Surprise! From CEOs to Navy SEALs: How a Select Group of Professionals Prepare for and Respond to the Unexpected. 2013.
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