This research proposal starts with understanding the organisational culture of the U.S Military, that proposes the use of fusion cells in order to quantify the data collected from multiple units collectively in order to share knowledge and action best plan.
In order to investigate organisational efficiencies, my initial interest took me to research and correspond with the military and specifically “Fusion Cells” within the special forces. I wanted to learn about their role from a climate of uncertainty, how they collected large amounts of data and disseminated it to those that needed it, to make the best choices at the right time, across multiple platforms and as an organisation of tens of thousands.
The definition of a fusion cell is directly correlated with the perspective of the organisation providing the definition. The Department of Homeland Security (DHS) and Department of Justice (DOJ) Fusion Center Guidelines from August 2006 offered that a fusion center is: “a collaborative effort of two or more agencies that provide resources, expertise, and/or information to the center with the goal of maximizing the ability to detect, prevent, investigate, and respond…” Joint Publication 2-0 (2007) goes on to say: Fusion is the process of collecting and examining information from all available sources and intelligence disciplines to derive as complete an assessment as possible of detected activity. It draws on the complementary strengths of all intelligence disciplines, and relies on an all-source approach to intelligence collection and analysis. Fusion cells (FC), involve co-locating personnel from multiple government agencies under a common chain of command in order to reach objectives in a manner that is more effective than unilateral efforts by any single agency. Fusion cells are a micro and, at their best, highly effective example of United States government interagency coordination. They differ from the macro in that, in any given fusion cell, a large bureaucracy (e.g., Federal Bureau of Investigation) with thousands of employees might be represented by a single individual. However, that individual will often bring with him/her the values, norms, and cultural practices of the parent agency, making the manner in which fusion cell members interact symbolic of the large-scale interactions of their parent agencies. It’s within the personal interactions that I propose to focus my research within the field of elite sport. Elite sport has a penchant for expertise, as well as very strong cultural identities. Leading me to investigate what triggers a successful exchange of information amongst such strong diverse cultural departments. This appears to lie in a culture that supports interpersonal relationships. For the organisation to learn requires individuals to share in their failings. Thus, facilitating exchanges to draw collaborative opportunities, amongst key members requires psychological safety more than expertise and experience. Psychological safety portrays people’s perceptions of the repercussions of taking interpersonal risks within a particular context such as the workplace. First investigated in the 1960’s by organisational scholars, (Edmonson, Lei 2014) state that, organisational research has identified psychological safety as a key component in understanding phenomena such as voice, teamwork, team learning and organisational learning. Team psychological safety paves the way for learning behaviour because safety breeds confidence that the team will not embarrass someone for sharing their opinions or taking an interpersonal risk, due to the mutual respect and trust shared across the team members. In order to discover opportunities within existing plans and adapt moving forward, team members must challenge assumptions openly rather than in isolation away from the team. These exchanges in learning behaviours, can lead to detecting …show more content…
My sense is that sport is following a more technical approach, using iterative processes that have previously bought success. A model very familiar within American sport, perfecting set plays and routines. Where the coaching is a do as your told mentality, and repeat until perfected. In opposition sits psychological safety, seeking to learn from others feedback, and valuing different perspectives in order to improve competency. Opening up investigation into emotional resilience, that from a psychological safety culture where you are faced with constructive challenge within an open framework, you are more likely to remain resilient to stress during challenges within the match or race. As opposed to an environment that only discusses “positive” outcomes leading to emotional outbursts when suddenly faced with an adverse
In order to investigate organisational efficiencies, my initial interest took me to research and correspond with the military and specifically “Fusion Cells” within the special forces. I wanted to learn about their role from a climate of uncertainty, how they collected large amounts of data and disseminated it to those that needed it, to make the best choices at the right time, across multiple platforms and as an organisation of tens of thousands.
The definition of a fusion cell is directly correlated with the perspective of the organisation providing the definition. The Department of Homeland Security (DHS) and Department of Justice (DOJ) Fusion Center Guidelines from August 2006 offered that a fusion center is: “a collaborative effort of two or more agencies that provide resources, expertise, and/or information to the center with the goal of maximizing the ability to detect, prevent, investigate, and respond…” Joint Publication 2-0 (2007) goes on to say: Fusion is the process of collecting and examining information from all available sources and intelligence disciplines to derive as complete an assessment as possible of detected activity. It draws on the complementary strengths of all intelligence disciplines, and relies on an all-source approach to intelligence collection and analysis. Fusion cells (FC), involve co-locating personnel from multiple government agencies under a common chain of command in order to reach objectives in a manner that is more effective than unilateral efforts by any single agency. Fusion cells are a micro and, at their best, highly effective example of United States government interagency coordination. They differ from the macro in that, in any given fusion cell, a large bureaucracy (e.g., Federal Bureau of Investigation) with thousands of employees might be represented by a single individual. However, that individual will often bring with him/her the values, norms, and cultural practices of the parent agency, making the manner in which fusion cell members interact symbolic of the large-scale interactions of their parent agencies. It’s within the personal interactions that I propose to focus my research within the field of elite sport. Elite sport has a penchant for expertise, as well as very strong cultural identities. Leading me to investigate what triggers a successful exchange of information amongst such strong diverse cultural departments. This appears to lie in a culture that supports interpersonal relationships. For the organisation to learn requires individuals to share in their failings. Thus, facilitating exchanges to draw collaborative opportunities, amongst key members requires psychological safety more than expertise and experience. Psychological safety portrays people’s perceptions of the repercussions of taking interpersonal risks within a particular context such as the workplace. First investigated in the 1960’s by organisational scholars, (Edmonson, Lei 2014) state that, organisational research has identified psychological safety as a key component in understanding phenomena such as voice, teamwork, team learning and organisational learning. Team psychological safety paves the way for learning behaviour because safety breeds confidence that the team will not embarrass someone for sharing their opinions or taking an interpersonal risk, due to the mutual respect and trust shared across the team members. In order to discover opportunities within existing plans and adapt moving forward, team members must challenge assumptions openly rather than in isolation away from the team. These exchanges in learning behaviours, can lead to detecting …show more content…
My sense is that sport is following a more technical approach, using iterative processes that have previously bought success. A model very familiar within American sport, perfecting set plays and routines. Where the coaching is a do as your told mentality, and repeat until perfected. In opposition sits psychological safety, seeking to learn from others feedback, and valuing different perspectives in order to improve competency. Opening up investigation into emotional resilience, that from a psychological safety culture where you are faced with constructive challenge within an open framework, you are more likely to remain resilient to stress during challenges within the match or race. As opposed to an environment that only discusses “positive” outcomes leading to emotional outbursts when suddenly faced with an adverse