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Daved van Stralen, MD

Thought and Action Between the Rules

Between anticipation and containment it is the individual who perceives a threat and must act. 

These perceptions may travel direct to the fore part of the brain (prefrontal cortex) for problem solving, a pleasurable activity as those who solve puzzles in their downtime will attest. 

However, if the perception travels through the amygdala it is processed as a threat and the person rapidly moves to action, often without intervening thinking.  These are the fear reactions (fight, flight, and freeze).

The author has identified 7 elements that have a part in actions the individual takes when the rules do not apply and as mindfulness between individuals develops.

1. The Individual is the one who acts and brings notice to the organization through identification, interpretation, and translation of the circumstances.

Identification of the events occurs by the one closest to the change.

Interpretation of the events gives context.

Translation of the events takes this information to various groups who need different aspects of the situation.

2. The Indeterminant Problem, situations that develop between the rules

Threat- brings the events to one’s attention and motivates action.

Uncertainty- rules and plans no longer help.

Time dependence- limitations exist in collecting necessary information, making a decision, or carrying out actions.

Contributing to the Indeterminant Problem is the complexity that develops from the triad of the Complex Problem: Technology, Human Performance, and Social Interactions.   

3. The Fear Response, we are unable to stop its onset but we can work with it

Fight response appears as anger and tension

Flight response appears as avoidance, usually in a plausible manner

Freeze response appears as confusion, lack of involvement, or inactivity

4. Decision Making, there is a unity of decision and error

Loop decision making acts as a rapid feedback system to learn what works through action and to rapidly identify and correct error (John Boyd, COL, US Air Force).

Error is a component of any decision making method as, without the possibility of error, there would be no decision and, without a decision, there would be no possibility of error.

5. Vulnerability is felt during this process and can lead to self-reinforcing fear responses if the individual turns inward to self or it can lead to resilience if the individual turns to others.

6. Collaboration develops as individuals naturally congregate around the problem.

Trust facilitates collaboration and is strengthened from collaboration, particularly when individuals have developed a reservoir of good will from good times or previous hardship.

Team Formation occurs as teams in stable times form around a structured hierarchy but in dynamic situations teams form around a shared objective.

Values Shift as the obedience and discipline of stable environments gives way to creativity and initiative for unstable environments.

7. Information Flow, an objective term, occurs independent of communication, a more subjective and ambiguous term.

Objective- no jargon, slang, or clichés.  Each word has one meaning.

Succinct- excess and confusing information is not added.

Articulate- words paint the picture.

This uses Functional Leadership which can occur at any level of the hierarchy.  Most organizational behavior texts define leadership as that member of the group who can influence the group’s activities more than any other group member.  The author defines leadership as the ability to effect thoughts and actions (direction and performance) of the group by any member to any degree.  The follower contributes to leadership by resisting poor leads that may desynchronize the team or system.  This is the duty of a good follower, to identify good and bad leads. 

1. Relationship:  The leader forms a relationship with each member of the team which allows use of nonverbal cues during dynamic states.
2. Nurturing:   In routine times, the leader supervises the education and training and monitors the performance of team members.  During dynamic events may overpower the resources and attributes of a member and the leader can assist in an early phase through nonverbal cues.
3. Transformation:  Successful results from challenges increase the self-efficacy and teach the limits of each team member.
4. Direction:  The leader organizes the team to work toward a coherent direction and develop judgment.