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This article examines sensemaking in complex peace operations. The article's key argument is that adaptation to 'the local' and its complexity requires sensemaking, and that sensemaking helps to disrupt conflict dynamism and prevent conflicts. The study's theoretical underpinnings are linked to the concept of sensemaking and its further development. The findings are based on eleven in-depth interviews with commanders who have concrete command experience in peace operations. The research findings describe four processes – sensegiving, sensebreaking, sensedrawing and sensekeeping – that are part of the sensemaking entity. Each process entails practices in which sense is embedded, negotiated and regenerated to be shared, in order to work with change, adapt to local necessities and sustain peace. Theoretically, the article contributes to the existing understanding of complex, ongoing and longstanding crises in general and adaptive and proactive sensemaking, in which 'the local' is emphasized, in particular

The aim of this study is to analyse diversity in team learning behaviour between and among national respondents' perceptions during a military staff exercise (CJSE). Edmondson's team learning behaviour model is used as the theoretical basis of the study. The results showed statistically significant differences both between and among national respondents' perceptions. The research results indicate that team leader coaching, team psychological safety, the importance of obtaining expert knowledge as well as pre-exercise training are perceived to be crucial for team learning behaviour. The study has theoretical and practical implications for a more nuanced understanding of the diversity of team learning behaviour in the context of a multinational military teamwork exercise and for working as a part of multinational temporal teams in particular. ; peerReviewed

The aim of this study is to analyse diversity in team learning behaviour between and among national respondents' perceptions during a military staff exercise (CJSE). Edmondson's team learning behaviour model is used as the theoretical basis of the study. The results showed statistically significant differences both between and among national respondents' perceptions. The research results indicate that team leader coaching, team psychological safety, the importance of obtaining expert knowledge as well as pre-exercise training are perceived to be crucial for team learning behaviour. The study has theoretical and practical implications for a more nuanced understanding of the diversity of team learning behaviour in the context of a multinational military teamwork exercise and for working as a part of multinational temporal teams in particular.

This study sets out to explore embodied aspects of military routines. It conceptualises the body as a waking-sleeping being and analyses routines from the perspective of sleep. In doing so, it challenges the privileged position wakefulness has had in earlier explorations of military routines. We have conducted a multi-year ethnographic study at a military training camp in Finland and analysed how cadets enact routines during their training. The analysis demonstrates how their bodies balance between sleeping and waking and remain active while asleep. We thus offer a rich micro-level understanding of the dynamic aspects of the sleeping-waking body's enactment of routines. Our study has implications for the studies of military bodies and military routines.

AbstractThe article examines how military leaders serving as peacekeepers navigate complexity and adapt to it. The theoretical underpinnings of the study are linked to adaptive peacebuilding and Complexity Leadership Theory, and specifically to how enabling leadership through adaptive space helps to work with the local conflict dynamics and change to sustain peace. The findings are based on 29 interviews with military leaders with command experience in peacekeeping operations. The findings introduce five dimensions that unpack complexity into structural, functional, security‐related, professional, and steering‐related complexity and provide empirical evidence on balancing actions relating to complexity in a peacekeeping context. The article develops an analytical framework for peacekeeping. It also contributes to Complexity Leadership Theory by unpacking the complexity into dimensions, unpacking the actors into groups and communities with commitments, and addressing power relations and the dark side of their emergence.