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|a 1119663016
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|q (electronic bk.)
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|a (OCoLC)1121134083
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|a UAMI
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|a Lièvre, Pascal.
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|a Management of Extreme Situations :
|b From Polar Expeditions to Exploration-Oriented Organizations.
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| 260 |
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|a Newark :
|b John Wiley & Sons, Incorporated,
|c 2019.
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| 300 |
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|a 1 online resource (446 pages)
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| 336 |
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Print version record.
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|a Cover; Half-Title Page; Title Page; Copyright Page; Contents; Preface; A long cultural tradition; A like-minded original project; A regularly supported action; Cerisy Symposiums: Selection of Publications; Introduction; I.1. Intent and status of the debates; I.2. Some framework elements around the management of extreme situations; I.3. Presentation of the book; I.4. References; PART 1: Exploration and the Extreme; SECTION 1: The Logic of Exploration; 1. An Exemplary Exploration Story: Nansen's Expedition to the North Pole; 1.1. Introduction
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|a 1.2. A project that makes "sense" because it is consistent with an identity-based learning trajectory1.3. A radical dual ambidextrous capacity; 1.3.1. Planning; 1.3.2. Adaptation; 1.3.3. Exploration; 1.3.4. Exploitation; 1.4. A dynamic of knowledge expansion in terms of an epistemic community; 1.4.1. The Intention; 1.4.2. The spark; 1.4.3. The manifesto; 1.4.4. Various experts who formed a community around the project; 1.4.5. A continuous increase in implementing knowledge; 1.5. Conclusion; 1.6. References; 2. Project Management in Extreme Situations: The Manhattan Case; 2.1. Introduction
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|a 2.2. The origins of the Manhattan project2.3. Exploring the unknown; 2.4. The Manhattan Project organization; 2.5. Project management as sensemaking; 2.6. The expansive legacy of the Manhattan project and the limit of the metaphor; 2.7. References; SECTION 2: Exploration Testimonies; 3. Exploration, the Common Theme of a Training System on Innovation; 3.1. The initial context at the origin of the adventure; 3.2. The launch and preparation of the training program characteristic of exploration; 3.3. The heart of program design: a step-by-step exploration; 3.4. The transition to exploitation
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|a 3.5. Conclusion3.6. 2017, Toward future explorations; 3.7. References; 4. A New Progress Technique in the Himalayas; 4.1. Introduction; 4.2. The Himalayan technique, a reference; 4.3. The emergence of new strategies; 4.4. But also, listening to the doctors' recommendations ... ; 4.5. "Doing it together"; 4.6. Snail strategy, gentle progression, slow expedition, continuous progression?; 4.6.1. Toward a name change; 4.6.2. We have therefore named our strategy "progression douce" (gentle progression); 4.6.3. The gentle progression has become "the snail's strategy."
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|a 4.6.4. The snail strategy has been transformed into a slow expedition4.6.5. Slow expedition now becomes continuous progress; 4.7. Not to conclude ... ; SECTION 3: Toward an Extreme Ethnography; 5. Some Methodological Considerations in Relation to the Objects Involved; References; 6. Ethnography of the Extreme: Epistemological and Methodological Issues of the Use of Video; 6.1. Introduction; 6.2. An involved and involving ethnography; 6.3. Interests and limitations of the use of video in the production of materials; 6.4. Video, a modality of ethnographic writing
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| 500 |
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|a 6.5. Video, for an ethnography of activity
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| 590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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| 650 |
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|a Management.
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| 650 |
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|a Gestion.
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| 650 |
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|a management.
|2 aat
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|a Management
|2 fast
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| 700 |
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|a Aubry, Monique.
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| 700 |
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|a Garal, Gilles.
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| 758 |
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|i has work:
|a Management of extreme situations (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCGPqJrYv4kYHDr3rKmywyb
|4 https://id.oclc.org/worldcat/ontology/hasWork
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| 776 |
0 |
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|i Print version:
|a Lièvre, Pascal.
|t Management of Extreme Situations : From Polar Expeditions to Exploration-Oriented Organizations.
|d Newark : John Wiley & Sons, Incorporated, ©2019
|z 9781786301291
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| 856 |
4 |
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|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=5904674
|z Texto completo
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