LED2402

Course code: 
LED2402
Course name in Norwegian Bokmål: 
Luftmilitær ledelse – teori og praksis
Credits: 
15
Teaching semester: 
2022 Autumn
Assessment semester: 
2022 Autumn
Person in charge: 
Dag Henriksen
Course content

The course provides cadets with a general introduction to the theory of organisation and management of a military organisation such as the RNAF, in addition to understanding the organisation's role in the management of crises. The course will provide increased insight into different learning processes in an organisation characterised by change, reorganisation and pressure on resources to solve the missions imposed (change management).

The course will provide expertise on how the RNAF as an organisation develops, stimulates, manages and safeguards people in a highly competent organisation (competence management), including how to develop a educational culture and work processes that help experiences serve the organisation so that they can learn from their mistakes and develop their performance.

The course will provide insight into the RNAF's security culture and what the basis is for developing and safeguarding education in such a security culture (Comprehensive Debriefing).

The course will provide insight into conditions that affect human behaviour in crises and demanding situations such as terror and accidents, or when fundamental values are threatened (Stress and Coping).

Learning outcome

Knowledge

On completion of the course, you will be able to:

  • Account for organisational theories that are relevant to understanding the RNAF’s composition and structure.
  • Describe different learning theories and learning processes in an organisation characterised by change, reorganisation and shortage of resources (Change management)
  • Explain how an organisation like the RNAF can develop, stimulate and lead personnel in a highly competent organisation with a large number of specialists (competence management)
  • The course will provide insight into the RNAF's security culture and what the basis is for developing and safeguarding education in such a security culture (Comprehensive Debriefing).
  • Reflect on conditions affecting human behaviour and performance in crises and the leader's responsibility and role in handling this
  • Account for stress reactions and coping with stress at the individual, group and organisational levels.
  • Mastering different linguistic and rhetorical concepts that contribute to the communication of arguments in a compelling way.
  • Planning and facilitating physical and mental training for the development and safeguarding of its military capability in the face of crises

Skills

On completion of the course, you will be able to:

  • Apply models of development and change of organisation at the team and platoon level.
  • Apply professional knowledge of crises and education and what actions must be taken to safeguard and develop the organisation during and after crises/events/change.
  • Apply professional knowledge of stress reactions and coping with stress for self-preservation and the development of resilience
  • Use management tools and crisis management tools to safeguard personnel during and after incidents
  • Explain the principles of competence management and apply these in the management of competent subordinate specialists.
  • Conduct different forms of debriefing to safeguard the education and performance optimisation of the group/team following an assignment/event.
  • Convey your own reflections and formulate an argument in a written, coherent text in idiomatically correct English
  • Plan and facilitate physical and mental training for the development and safeguarding of your own and your subordinates’ military capability in the face of crises

General Competence

On completion of the course, you will be able to:

  • Account for how the high competence of organisations is managed and organised.
  • Apply research-based knowledge of crisis leadership that deals with the issue of stressors, stress reactions and coping with stress.
  • Apply research-based knowledge in the teaching and safeguarding of one’s own personnel, whether before, during or after crises and demanding operations.
  • Explain what assumptions must be due to the development and safeguarding of security culture in operational organisations such as the RNAF.
  • Explain how good learning processes can contribute to development in an organisation subject to restructuring and pressure on resources when resolving obligatory missions.
  • Express themselves in spoken and written English, in ways adapted to different situations.
Working and learning activities

Implementation

Classroom instruction, discussions, group assignments and practical arenas.

The course will include daily exercises related to decision making processes, stress and coping. The cadet should be given significant responsibility for the planning the practical arenas.

Cadets will also help in the planning, management and implementation of the learning process in the practical arenas they are part of, including empowering reflection, educational focus and experience loops. The mission implies that cadets, in addition to planning, leading and running the practical military arena, will also lead the learning process during its actual implementation.

Following the courses on ‘RNAF and Crisis Management’ and ‘Leadership and Education in the RNAF in Crisis and Change’ in Semester 3, an exercise related to ground planning and the RNAF's role in a crisis scenario is set up; cadets acquire here the knowledge and skills required for planning processes, managing crises and learning about organisation.

 

The course includes the following themes:

Subject 1: Organisational understanding, organisational education and the management of change in the RNAF.

Subject 2: The RNAF as an educational organisation.

Subject 3: Leadership in crises.

Subject 4:   English:

Subject 5:   English and Military Sports and Training (MST)

 

Subject 1: Understanding organisation, organisational education, and the management of change in the RNAF.

  • General organisational theory and alterations in organisational/change management
  • Organisational culture and structure and what significance they have for the management of organisations in general and the RNAF in particular
  • The development and history of organisational and management models.
  • Management of military organisation in crises/crisis management.
  • Preparedness coordination. (Example: Lessons learned from before, during and after July 22)

Subject 2: The RNAF as an educational organisation.

  • Educational and organisational changes in crises.
    • Analysis/Assessment in the aftermath of events
    • Commissions
    • Critical consideration and reflection on practice.
  • Competence and knowledge management in the Armed Forces
    • From strategic competence management to practical effects in the military.
    • Culture of continuous improvement (REF: HR Directive)
    • How to develop and lead people in a highly competent organisation. Officers who lead specialists.
  • The security culture in military air force organisations
    • How to safeguard organisational education and development in the military organisation.
    • Openness, confidence-building, and feedback culture

Subject 3: Leadership in crises.

  • Stress and coping from a practical leadership perspective (at the platoon and individual level.)
    • Stress reactions in crisis.
    • Management of personnel in emergency situations. The leader's role, responsibility and authority
    • Coping with stress. Cognitive and emotional coping strategies. Safeguarding personnel/colleague support.
    • Management tools for safeguarding personnel.
  • Key challenges relating to critical incident leadership, focused around the leader and the team.
  • Education and experience transfer from leadership during crises with the use of examples and cases
  • Group dynamics under pressure and strain (groupthink, complacency, social influence)
  • Can exercise leadership in different roles as a leader based on knowledge of air force power and military air force command, as well as be able to conduct the  comprehensive debriefing of a platoon.
  • Physical and mental training for the development and safeguarding of your own and your subordinates’ military capability.

Subject 4: English: Persuasion

This subject focuses on developing your English knowledge and skills (orally and in writing) in such a way that you can formulate yourselves convincingly and adapt to different situations, both orally and in writing. The teaching also puts an emphasis on creating a linguistic security, to be able to:

  • Master different linguistic and rhetorical concepts that contribute to the dissemination of arguments in a compelling way.
  • Convey your own reflections and formulate an argument in a written, coherent text in idiomatically correct English
Sensor system

Examination is carried out according to the Regulations for Admission, Studies and Examinations (in Norwegian, “Forskrift om opptak, studier og eksamen”) at the Norwegian Defence University College.

Form of assessmentGroupingDurationType of durationGrading scaleProportionOral examinationCommentSupported materials
SemesteroppgaveIndividual1SemestersA-F Not required
Vurderinger:
Form of assessment:Semesteroppgave
Grouping:Individual
Duration:1
Type of duration:Semesters
Grading scale:A-F
Proportion:
Oral examination:Not required
Comment:
Supported materials:
Authors: 
Dag Henriksen