Competence for the unforeseen: Organizational Improvisation and concurrent learning as resilient indicators of collaboration under risk

There`s limited knowledge of how an organization methodically can identify relevant factors to handle unforeseen events. Hence, this study incorporates organizational resource factors that could permit the prediction and understanding of resilient behaviour in these complex and demanding situations. A survey questionnaire was completed during 2017. All 917 respondents were employees of the Norwegian Armed Forces, were based in 20 different units, had different levels of competence and included commissioned and non-commissioned officers, officer cadets, and conscripts. The response rate was 87 percent, of 1050 personnel in total. There were significate differences in the response evaluation of organizational improvisation, concurrent learning and joint action due to competence level. Concurrent learning was the most important predictor, and combined with social support, organizational improvisation, and flexibility can account for a considerable proportion of the variance in joint action. It is possible to prepare for unforeseen events by implementing measures that improve joint action. To predict and enhance preparedness for unforeseen events, where basic structures of joint action are viewed as generic core competencies. To develop and adjust recruitment and selection processes, and educational and training programs. To establish suitable settings for social learning and communities of practice.