How do they interpret their environment, how do they improvise and make high stake decisions?.How do they mobilize their skills and knowledge and build new competences around achieving their assigned goals?.What are team members doing and saying, how are they coping with these environments?.How do leaders organize teamwork on a day-to-day basis in order to ensure the survival of their organization under extreme context?.
We aim at filling this gap by answering the following questions: The details of how individuals cope in practice with such extreme contexts and how it evolves along the time have not yet been extensively addressed. However, these studies focused mainly on accidents and dramatic episodes and have been based on secondary data collected after the episode. Vaughan, 1997 Laroche and Saussois, 2003 Edmondson et al., 2005 the Everest expedition in 1996: Roberto, 2002 Kayes, 2004, 2006 Tempest et al., 2007, Elmes & Frame, 2008). Researches have been previously conducted in order to understand how individuals cope with risky and unexpected situations (the Mann Gulch Disaster: Weick, 1993 Challenger and Columbia space shuttle accidents: D. Studying teams within these environments is challenging. The key stakes come to the fore more clearly (Huff, Neyer and Möslein, 2010) and contain substantial lessons for the management of contemporary organizations within highly unexpected, uncertain and risky environments (Weick & Sutcliffe, 2007). Their capacity to make quick decisions and coordinate their actions under urgent conditions, while at the same time assuring their safety, becomes critical. In such an environment, individuals cannot rely on their daily routine, as they are required to build their knowledge and modes of organizing in action. This project, extending the ANR DARWIN, consists of international researchers and is based at the Ceros research group, Paris Ouest Nanterre La Défense University, France. The Darwin research project in management is aiming at understanding how do leaders and team members daily interact and make decisions in practice within extreme contexts,“where risks of severe physical, psychological or material consequences (e.g., physical harm, devastation or destruction) to organizational members or their constituents exist” (Hannah et al., 2009:897).
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