What can corporations learn from nuclear crisis management?

I was made aware of this topic by a post on „Paxsims„. Over there, Devin Ellis has a look at a recently declassified document on a 2009 month-long training exercise („Transforming Nuclear Attribution: Culture, Community, and Change, was released as part of a FOIA request to Steven Aftergood at the FAS Project on Government Secrecy„).

The report deals with interagency communication and intelligence challenges revolving around nuclear threats and their assessment, management, and containment during crisis response activities.

Due to heavy redaction, the released study is partly unreadable, but still fascinating!

In his assessment, Ellis concentrates on aspects of the intelligence cycle and simulation. From the perspective of organizational innovation (read: highly skilled experts from different fields to define joint areas and processes in a high-complexity-environment, such as innovation- or R&D-units) it is equally interesting how much effort in the HR- and culture-related recommendations has been made to foster mentoring and mentor-mentee-couples in order to achieve expertise-transfer: time to have a fresh look at mentoring and peer coaching in R&D and areas of comparable complexity?

See the report here for Yourself: nuclear attribution


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