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On the path to accomplishing task work, teams may face disruptive events like budget issues, equipment failures, and membership change that trigger adaptation. While recently researchers have clarified the team adaptation nomological network, our objective is to extend theory by providing a roadmap about various ways in which temporal considerations may complicate the impact of adaptation triggers on team adaptation and in turn adaptive outcomes.

We present three adaptation temporal considerations (i.e., timing, duration, and frequency) that may change the way team adaptation unfolds in response to a given adaptation trigger. We further explore and offer propositions about how the impact of adaptation timing, adaptation duration, and adaptation frequency differ by the type of adaptation trigger (i.e., task-based or team-based) experienced by the team.

By examining adaptation to task-based or team-based triggers from a temporal perspective researchers may better explain why the timing of when the team adapts across its lifecycle (adaptation timing), how long the team takes to adapt (adaptation duration), and the recurrent need to adapt (adaptation frequency) is more or less likely to lead to positive adaptive performance outcomes.

Organizations may benefit from setting up teams for success by helping members understand that there are inherent differences in the adaptation triggers they face including temporal expectations. Organizations may see value in providing initial and on-going support to teams so they are better able to adapt when needed and mitigate negative effects due to adaptation timing, adaptation duration, and adaption frequency.

A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders realize that they cannot personally groom these next generations of leaders, they have started to explore what conditions will make the leaders of the future “emerge.” They face the challenge of creating conditions that simultaneously provide opportunities for people to demonstrate their leadership potential and that keep the current business running well. Day, in Chapter 2 of Part 1 of the book, proposed the social architecture most conducive to such leader development. His social architecture has three main pillars: low power distance, psychological safety, and a learning orientation. The two application chapters in this part of the book presented two ways of building such a social architecture for leader development.

Work organizations and the employees within these organizations face considerable environmental pressures requiring adaptive change. Several forces have contributed to this need for great adaptation. These are described in many excellent sources (e.g., Cascio, 2003; Ilgen & Pulakos, 1999); here we briefly review their implications for individual adaptability.

Purpose – Religious addiction treatment has experienced a rise both in its reach and exposure to attention from medical professionals. Largely autonomous conversion-based programs have received unprecedented support and legitimacy. We investigate “Victory Ministries,”11The organization ‘Victory Ministries’ is a pseudonym. Any resemblance to actual locales of this name or similar is entirely coincidental. All names have been change to protect the identity of the participants. a large Midwestern evangelical rehab facility, exploring the similarities and differences between formulations of addiction-as-disease found in “secular” rehab and the moral binaries that guide Victory's program.

Methodology/approach – Qualitative case study: Interviews and ethnography.

Findings – Working from in-depth interviews, we explore the inner workings of Victory's curriculum and program design, as it transmutes dominant therapeutic concepts and methods into its own Manichaean frame. Aided by superior financial resources and support of a tight-knit network of churches, it delivers its most successful clients into a new life “redeemed by Christ.”

Social implications – Proponents of conversion-based service provision position religious institutions as the primary agents of willing compassion and generosity beyond the family compass, stripping the rest of civil society of any claims to promote the greater good. In Victory's metaphor of “invisible war,” a Manichaean vision is quite explicit. Every definition of recovery and reintegration in terms of conversion and submission to religious authority inherently suggests that substance use stems largely from immorality and that the unsaved in general are sinful and dangerous. By funding a conversion-based shadow welfare apparatus, we argue, the US government is intensifying the criminalization of poverty, the steady downgrading of more inclusive institutions, and ultimately the materialization of Victory's Manichaean vision in a polarized nation.

Individual health and organizational health have been conceptualized in several ways. This chapter discusses some of these conceptualizations of health including both the medical model, which characterizes health as the absence of illness, and other models, which characterizes health as optimal functioning not just the absence of illness. It is proposed that the literature on occupational stress, positive psychology, and the emerging literature on emotions in the work environment may be useful in extending our understanding and conceptualization of individual and organizational health. The literatures on pay structure and dispersion as well as organizational learning are reviewed. It is posited that these two organizational phenomena can be used to develop theoretical and empirical support for understanding organizational health, individual health, and the linkage between the two from both a positive health and ill health perspective.

Learner control is a widely touted and popular element of e-learning, both in the educational and organizational training domains. In this chapter, we explore the concept of learner control, highlighting its multidimensional and psychological nature. We examine the theoretical basis for the effects of learner control on learning and engagement. Next, we provide the reader with empirically based recommendations for designing learner-controlled training. We conclude by discussing how learner control research may be adapted to accommodate a variety of instructional methods, such as textbooks, mobile learning, and Massive Open Online Courses (MOOCs).

Preparing forces and their allies to operate in a world where asymmetry appears to be the only logical option for adversaries will require some significant and innovative adaptations to training and education methods. New models in leadership, selection, training, and education of leaders and troops are necessary to cope with complexity, non-predictability in conflict solving, and peace support operations. Multidimensional thinking and acting in military decision-making and applying new learning models to build up a climate of change and innovation on all levels of the armed forces is necessary. Organizational learning models, already applied in reshaping civil enterprises, are also useful in restructuring military forces and prepare them for the new challenges. T. Edmunds argues that the emerging new roles of the military cannot only be derived from an “objective functional reassessment” of the nature of new threats but are emerging, rather, as “a consequence of domestic and international socio-political influences that shape state’ perception of what their Armed Forces should look like and the purposes they should serve.” There is a higher priority for intercultural competences for leaders of all levels of responsibility, especially regarding the operational regions of the future and the globalized outcomes of conflicts in general. Research in this domain shows that methods of “face work” are best accomplished by Ting-Toomey's “identity negotiation.” Reshaping, restructuring, and preparing for new core rolls of the military and civil task forces are only to master when the responsible leaders manage to overcome the so-called “blind spot in leadership theories” (C.O. Scharmer), so leadership seems to be more and more a collective method of finding the “self.”

Multidimensional fit (MDF) has been coined as “elusive” and relevant to an individual’s social identity and self-concept, unfolding over time as individuals assess their fit relative to Person-Organization, Person-Vocation, Person-Job, and Person-Team Fit. In this chapter, the literature as it relates to the refugee employment journey, MDF, and HRM practices that facilitate or inhibit MDF is reviewed. Furthermore, in this study, the process-oriented view of the refuge path highlights the complexity of their experience, noting an array of antecedents as they relate to country, host country and individual differences, interventions through NGOs, refugee resettlement agencies, and organizations, as well as the less explored entrepreneurial path. These diverse paths and the process of finding fit, and the obstacles refugees face, are viewed through the lens of shocks and reassessment of MDF throughout their journey. Finally, the study’s outcomes illustrate individual wellbeing factors, organizational level benefits, as well as community level benefits to MDF.