Beyond command and control : leadership, culture and risk by Richard Adams, Christine Owen, Cameron Scott, David Phillip

By Richard Adams, Christine Owen, Cameron Scott, David Phillip Parsons

This publication will improve the certainty of management past the inherited myths and modalities of command and keep watch over. management is separated from rules and institutional seniority and defined because the collaborative strength of 1 with others. permitting the clever co-participation of every person, the confident impact of this method of management is within the engagement of individuals. this can be major while job accomplishment relies no longer on managerial course, yet at the interplay of individuals with one another, with technical structures, and with complicated rules that are frequently throughout jurisdictional obstacles. Examples and case reports are included.

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Twenty-one nautical miles northeast of the airport, the airplane was about four minutes from landing, but unable to make course adjustments necessary for an approach to runway 31. The shorter runway 22, which was only 6600 metres, was selected instead. Fitch used all of his 23,000 hours experience to work the power levers in order to maintain a descent profile, which smoothed phugoid oscillation and the roll motion of the aircraft. He needed to maintain a speed of between 200 and 185 knots, bring the airplane over the runway threshold at about 100 feet, and on a relatively straight heading.

6 Responsibility Leaders collaborate on the cornerstone of responsibility. Leaders understand that, alongside followers, they are partners in complex events in which obligations are mutual and overlapping. The idea of mutuality recognises responsibility is infinitely wide. This means that responsibility borne by one person does not dissolve or terminate the responsibility of other people. Leaders and followers bear the same obligation: to be responsible in the strict seniority system of the institution.

Investigator: But, what techniques do you use to get them? Apparently the MMT chair offered no response to this final question. [49] The practical effect is this: in situations of unforeseen or atypical problem solving, the power with approach enables the organic, innovative responsiveness of the group. In situations where there is a standard operating procedure, and where specialised roles are allocated among a group, the power with perspective enables effective risk mitigation and lessons to be learned without fear or favour.

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