ABOUT BOOK

"Leading interaction under risk is one of the aspects of being a leader in ~the police. After the 22nd of July 2011 Norwegian terror attacks it has been pointed ~out that the main explanatory factors as to why interaction under risk turned out ~as it did not necessarily was due to the lack of resources, previous evaluations or ~government plans but rather the lack of living up to these. In organisation theory, - ~psychology and management literature, it is customary to distinguish between ~expressed and actual ways to manage and lead, as well as between the structuralinstrumental ~and the institutional perspective. These strands of research address ~how the difference between general and overarching political aims and the execution ~of the same aims in practice neither may be neither uncommon nor unexpected. ~However, is it possible to expect more agreement between aims and actual ~behaviour? If so, what may some of the underlying conditions for leading learning ~from experience be? This chapter discusses what some of the underlying conditions ~for leading and managing learning from experience in the case of interaction under ~risk in the police may be. Specifically, conditions of learning located between the ~expressed and executed, that is, between the institutional and cultural."