Jakob Rømer Barfod

En sektion står overfor større forandringer ifm. implementering af nyt militærudstyr. Implementeringen inddrager i første omgang kun dele af organisationen, og derfor ønsker man at hele organisationen har ejerskab. CH ønsker en proces omkring udvikling af et bataljemaleri.
FAK ILO arrangerer en workshop for styregruppen, som finder frem til en model for medarbejderinddragelse i processen omk. udvikling af maleriet. Workshoppen indledes med teoretiske oplæg om æstetisk ledelse.

Et værn står over for en større sammenlægning. Myndigheden og to underlagte myndigheder skal sammenlægges til en myndighed, men på to (i stedet for tre) lokationer. Myndigheden ønsker ifm. sømilitær efteruddannelse en seance, der kan gøre dem klarere på de mekanismer/tiltag, der evt. kan være med til at sikre en smidig kultursammensmeltning mellem de tre organisationer. Der var et oplæg samt tegneøvelser for at gøre dem mere bevidste om deres fremtidige forestillinger. Dermed kunne de reflektere over forandringsbekymringer.

Military leaders often have success in private companies (Groysberg et al, 2010). During their training, they learn how to build trust and nurture relationships. To obtain followership emotional competencies are essential. To make wise choices in business, emotional intelligence is key. In particular, this is the ability to reality test, to establish and maintain mutually satisfying relationships with others, to handle stress and to be optimistic among other things (Stein & Book, 2006). A military organization such as the Danish Army has a structured and a very unique training program to train various parts of emotional intelligence. The Danish Army Leader Development Program is a field of training using ‘real people’ and ‘real situations’, where emotional competencies can be trained in a structured way to turn them into real competencies.The Danish Army has more than ten years of experience working with developing emotional intelligence in the Royal Danish Army Officers’ Academy, and the Academy has developed leaders who have benefitted from emotional intelligence training, who are now better at understanding themselves as well as their ability to build relationships whilst under great pressure e.g. during combat operations. On the basis of field experience, qualitative research and quantitative data from MHS the effects of working with emotional intelligence in a structured way is presented and discussed. The novelty of this leader development program is developing leaders working in organizations under extreme pressure (war).

Forsvarets forsyning, depot og distribution ønskede støtte til deres egen lederuddannelse for mellemledere på depoter. Formålet med opgaven var at arbejde med målsætningen for Vision 2020 med fokus på hvordan mellemlederne kommunikerer vision fra gulvet og op til chefniveau. Her blev der lagt vægt på inddragelse af medarbejdere på alle niveauer for at skabe et fælles ejerskab, hvor ledelsens rolle var at sætte rammerne og skabe rum til udvikling og dialog. Lederne imellem blev der arbejdet med selvledelse, tillid og dialog, og det at skabe tid til at være leder i en travl hverdag med et konstant udviklings- og effektiviseringsfokus. Opgaven foregik på gruppeniveau, og her blev anvendt teoretiske oplæg, praktiske øvelser samt fælles dialog. Lederne indgik derudover i dialog med eksterne undervisere der kunne anlægge et andet blik.

ERGOMAS is the European Research Group on Military and Society, founded in 1986.

It is an international scientific association, based originally in Europe but now open to all scholars from around the world, devoted to collaborative research on military and society.

ERGOMAS is a public, non-profit, politically and ideologically independent professional organization of scientists. Its purposes are pursued through the activity of Working Groups and the Biennial Conference.

The core disciplines of ERGOMAS are sociology and political science but, over time, it has become more and more multidisciplinary, and now has members drawn from many other disciplines.