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Literature Review For Crisis Leadership
Aspects of crisis management
Literature Review For Crisis Leadership
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Jason, Whether you are a manager or an officer in the military, the scenario that was presented is something that we need to have in the back of our mind that could occur on any given day. Have you ever had any situations occur under your command that was similar to the scenario that was presented that revolved around Coach Kramer and Coach Folley? If so, how did that happen, and how did you resolve the issue? With this situation having so many unknowns, how do you really proceed? Would you set up a team of administrators to make that decision? Would you seek advice from a mentor/colleague? Would you just immediately report it to the necessary individuals just to avoid getting caught in the middle? We truly do not know how we would react in
Catch 22 by Joseph Heller is a complex and intricate novel. Heller uses many themes, does not have the story line in chronological order and often uses irony in his descriptions. Many of the themes can be compared to other literature. One of the themes that can be compared is fear in war. The idea is that the evils and cruelty of war can make a grown man go back into a "fetal" state. This can be seen in The Ball Turret Gunner by Randall Jarrell and can be compared to the metaphor used in chapter five of Catch 22. In this chapter Yossarian talks about the tight crawl space which led to the plexiglass bombardier’s compartment.
If you are working for a company where the leadership method is that of telling individuals how things are done and where “red tape” is key you will find that the company conflicts with the principles of coaching conflict. This constitutes the single largest barrier to successful coaching.
What happens when a conflict occurs within the nursing department (s)? How does resolution occur? It depends on the people involved when it comes to conflict, when it’s between staff then I request that they try to address among themselves first, but if that does not work or if it’s a very sticky situation then I get involved, first I try to get information from both parties separately then from them jointly, normally that well works pretty good since it gives them an opportunity to vent or let the feelings out, I then use that as a teaching moment. When all this is happening the staff have to sign a form stating the issue was discussed and what the outcome is, if unable to resolve then it goes up to the administrator. For the most part conflict has led to tension between people involved and to be honest with our team work suffers, I try to deescalate this issues because it gets too far.
In American literature today, society only accepts a hero if they have superpowers, weapons/ gadgets, or fight the villain in the name of freedom, justice, and the American way. So, if a hero is not faster than a speeding bullet, does not turn green when they get angry, or is not Batman chances are they are not as often heard of or discussed. However, In Greek literature, although they do respect the same heroic aspect of superhuman strength that we do today, did not label their heroes the same way we do now. While the modern hero is only required to defend the innocent, to be called a Greek hero one was required to have a divine birth, do heroic feats at a young age, be sent to perform heroic tasks that would result in either their own physical or figurative immortality, and was not required to have a moral compass as long as they get the job done. A true Greek hero would have all of theses qualifications. The Euripides’ play Medea depicts the ‘hero’, Jason, with a heroic personality, but none of the key heroic qualifications needed to be considered a true hero. By devaluing Jason’s few heroic qualities and comparing him to other characters, Euripides cannot illustrate to audiences what a counterfeit hero is, so they can compare and easily recognize a genuine one.
The Tough Guy Case Study examines the employees of investment bank Hudson Smith Gordon (“Hudson”) and their reactions to the behavior of one of its vice presidents, Chip Mazey (Yemen & Clawson, 2007). This analysis will discuss the issues of unresolved conflict among Hudson employees and possible remedies to consider. Recommendations will be provided which should be implemented by Hudson management to minimize conflict and its effects in the workplace.
In Stephen Chapman’s essay, “The Prisoner’s Dilemma”, he questions whether the Western world’s idea of punishment for criminals is as humane as its citizens would like to believe or would Westerners be better off adopting the Eastern Islamic laws for crime and punishment. The author believes that the current prison systems in the Western world are not working for many reasons and introduces the idea of following the Koranic laws. Chapman’s “The Prisoner’s Dilemma” is persuasive because of his supporting evidence on the negative inhumane impact from the Western form of criminal punishment and his strong influential testament to the actions used by Eastern Islamic societies for crimes committed.
The concept of betrayal and deception is as old as humanity itself, and has been appearing in literature since humans first began to write. From the Bible itself to modern fiction, deception has been a major theme in literature, appearing in countless classic and important poems and novels. In the novel Catch-22 by Joseph Heller deception is everywhere, on both minor and grand scales carried out by countless characters, however the most important deception comes from the protagonist of the story, Yossarian.
As an ethical leader, this paper will discuss how Jimmy Doolittle’s promoted from lieutenant colonel to brigadier general overnight, found himself in command of an entire Numbered Air Force (NAF). Placed in unfamiliar territory, he displayed intellectual humility by relying heavily on the advice of his staff to educate him in his new command. Furthermore, as the 8th Air Force commander in Europe, he faced a severe shortage in experienced air crews as the operations tempo increased during the build up to D-Day. He faces an ethical dilemma to either follow a direct order from General Hap Arnold or maintain the trust and faith of his men. I used my personal experience to demonstrate how my skills compared to those that Jimmy Doolittle exhibited as a visionary and ethical leader, helping me become a better leader. I will explain that I’ve fallen short of his conceptual team dimension style and how that skill would have helped me solve an Armory inventory issue by finding alternatives for funding. Finally, I’ll show how I demonstrated intellectual humility when my commander made me the Superintendent of Logistics and Readiness, although having no prior experience or knowledge of those sections. Let’s start by rewinding the clock 89 years to the pioneering
Earlier in March 2014 the senior leadership of the Air Force, to include the Secretary of the Air Force, the Chief of Staff, and the Chief Master Sergeant of the Air Force, made a statement to all airmen. They stated that “being an Airman is more than a job, when we voluntarily raised our right hands and took an oath to support and defend the Constitution, we became members of the profession of arms”, they also said that along with our profession of arms we are given and accept a sacred trust given to us by the American people, that to be worthy of this trust we must “build our lives and shape our service on the foundation of our core values”, and that when Airmen fail to live up to our core values, the reputation of all who serve is tarnished” (letter to airman, Mar 2014). Recently, I was tasked to deliver a briefing for the J3 monthly training day. This tasking was a result of my negligence in updating a certain system that is vital to the J3 watch floor. My briefing, although filled with correct information and guidance, was also slaked with profanity and unprofessional gestures. Regardless of any circumstances that may have been the cause for these actions, the actions needed correction. Correction was given, which was responded to by more profanity and provoking actions. After I showed such disrespect to my non-commissioned officer in charge, he escorted me to my supervisor and my actions were made known to him. During this time I was still acting very contentious and disrespectful, making snide comments and standing with such contempt as if to say “are you done now”. This of course escalated into more serious action by my leadership which very well could have been avoided had I done my duty correctly in the first place. The...
When I was on a post surgical floor I witnessed a scenario where leadership was ineffective. It involved an RN and the nurse manager for the floor who was responsible for assigning the patients to nurses. The nurse manager on this floor usually only had one or two patients and spent most of their time dealing with any problems that arose on the floor. One RN was very upset with her patient load and said it was unfair and wanted to have at least one less patient as she said all 5 of her patients were going to be a lot of work. The nurse manager dismissed the RN and said there were care aides on floor to help so she would be fine and told her to get to work. The leadership issues here were a lack of communication
The purpose of this essay is to address how leaders become toxic after their arrival to SF units and how unit cultures or individuals either correct or contribute to that development. Toxic leaders exist in all organizations and Special Forces units are no exception. Some arrive as toxic leaders and some develop toxic leadership characteristics after joining the Regiment. The Special Forces Qualification Course (SFQC) does a good job of properly evaluating those leaders who exhibit toxic qualities and either correcting those characteristics or purging those individuals from the course. Those toxic leaders that manage to complete the SFQC and join the SF Regiment, by and large, are identified quickly and through proper evaluation and counseling
... rest of the jury to follow. Personal issues should never be brought into the workplace; it proves to be distracting and unproductive. In this case there would have been two tragic deaths in one family.
Erik Peterson faced a number of challenging situations with Jeff Hardy, a high level employee with CelluComm, the parent company of GMCT. At first we see an awkward relationship with Jeff Hardy whom Peterson had been assigned to work under by Ric Jenkins, partly due to the lack of concrete relationship guidelines between the two (Sami, 2013). Hardy had very little operational experience, and Peterson felt that he was unable to receive constructive guidance from Hardy. As a subordinate to Hardy, Peterson should have instead attempted to resolve this problem early on as it was a critical relationship within the GMCT Company. Consulting Hardy by letting him know of his concerns would have been a more efficient and respectful manner in handling the situation. This relationship building would also have been integral in facing the Peterson-Hardy communication issues with respect to the local municipalities and fire department. Operant Learning Theory (Johns & Saks, 2014, p.54) suggests that as a result of this negative consequence Peterson should be able to improve his interpersonal skills specifically with superiors within the organization moving forward. As a subordinate to Hardy, Peterson should have instead attempted to resolve this problem early on as it was a critical relationship within the GMCT Company.
The first part of this week’s assignment was to look was to interview a manager/leader that we admire and seek their insight on management. But before we discuss the interview let me introduce you to who I selected as my interview subject. Chief Master Sergeant Smith is the Chief Enlisted Manager of the 235th Operations Group, 15th Wing, Air Combat Command. The group consists of an HC-130 squadron, an HH-60 squadron, an operations support squadron, and a Guardian Angel squadron (paramedics that parachute into bad places). He is responsible for matters concerning the health, welfare, morale, professional development, utilization and combat readiness of more than 400 military and 50 civilian personnel. Additionally, he advises the commander on operational matters, enlisted issues, unit standards, planning, programming and mission readiness. Chief Master Sergeant Smith entered the Air Force in October 1993. After completing basic military training, he graduated from technical school as a Pararescueman in 1995. His assignments include bases in Japan, Kentucky, New Mexico and Georgia. He has also deployed numerous times in support o...
may act as arbitrator or mediator. Lastly, if the leader’s management style causes conflict, then