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Psykologisk Krisehåndtering

Studenteropgave: Diplomprojekt

  • Rune Smedsgård
  • Simon Balken
Afgangsprojekt, Den militære diplomuddannelse (Diplomuddannelse)
It is a well-known fact that exposure to a potentially traumatic experience could lead to some sort of psychological damage, especially if the exposed individual is left to his or her own devises afterwards. Short-term damage, as well as long-term damage, as a result of an experience categorised as potentially traumatic, is a terrifying reality most ordinary people, luckily, never has to deal with, let alone experience. Even with professional aid from seasoned psychologists, it is a difficult task overcoming a traumatic experience, without intrusted likeminded people around. But such was the reality for the crew aboard the HDMS Absalon, that fateful day in 2017.

This study strives to uncover the mechanisms at work aboard the HDMS Absalon before the accident in 2017, of the coast of Sweden, that ultimately resulted in the death of a young private. The focus being on the crew’s social capital, and the crisis management carried out by the ship’s management, with the thesis being that the crew’s social capital is supporting the crisis management. The study is based on interviews with an officer who were involved in the first response to the accident, the naval minister who was on board at the time and one of the crisis psychologist that was send to the ship in order to care for the crew and to perform a psychological debriefing. During the study it was found that the trust entailed by social capital was a key element in the crew’s cohesion, but also an absolute necessity in the process of overcoming this potentially traumatic experience. The trust found in between crewmembers had such an effect on the crew, that the crisis psychologists saw no issue in leaving the ship and the crew after a relatively short time period. The data produced was assessed and analysed, leading to the conclusion that the ship’s crew overcame this traumatic experience not because of training or former education, but because of the crew’s level of cohesion. The reason being a not-so unique leadership approach, based on trust, delegation of responsibility, room for open conversation including new ideas, critiques and similar, not to mention the trips, parties and gatherings orchestrated by the management for the entire crew to get to know the people behind the ranks and distinctions.
Udgivelsesdato18 feb. 2020
Antal sider54
Udgivende institutionInstitut for Ledelse og Organisation
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