@article {bnh-6537, title = {Decision making, team monitoring \& organisational learning in emergency management annual report 2018-2019}, number = {531}, year = {2020}, month = {01/2020}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

This project explores aspects of teamwork, decision making and organisational learning with the aim of better supporting people working in complex strategic operations centres.\  We have adopted a human-centred design method to produce practical tools that are designed around how people use these tools in their workplace.\  As part of this process end-users are embedded into the research process. Bringing end-users into the research process creates a partnership where the researchers contribute their knowledge of literature, theory and the research process and the end-users contribute their requirements, operational knowledge and understanding of the barriers to utilisation and adoption.\  Using the human-centred design method we have created a number of practical tools that are at various stages of development.\  These tools focus on managing teams, how to make better decisions, and how to better utilise the products of research.\  For the tools that have reached (or are close to reaching) the end of their evaluation we have also developed training to support their use by end-users.\  We have seen extensive operational use by end-users of the tools we have developed, with a number of agencies amending their standard operating procedures to facilitate use of the tools. \ In addition, research from the project has formed the basis of several key publications (e.g. the Resilience Expert Advisory Group{\textquoteright}s {\textquotedblleft}A practical guide for crisis decision making.{\textquotedblright}). Into the future we will be continuing to develop new tools to support teamwork, decision making and organisational learning and expect to see further utilisation by agencies both in Australia and worldwide.

}, keywords = {Decision making, education, Emergency management, teams}, issn = {531}, author = {Christopher Bearman and Brooks, B and Owen, Christine and Steve Curnin and Peter Hayes and Heather Stuart} } @article {bnh-7801, title = {Improving decision making, teamwork and organisational learning in emergency management {\textendash} final project report}, number = {641}, year = {2020}, month = {01/2021}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

Background: Each year Australian emergency management organisations coordinate the response to thousands of emergency events. While a successful outcome is achieved in the vast majority of these events, notable and ongoing concerns are being raised as to how well some of the emergency management teams have functioned.\  Often the problems are not based on technical skills (such as the use of equipment) but on the non-technical skills, such as: communication, coordination, situation awareness, and decision making. In addition, skills such as creativity and divergent thinking may be important in helping people to manage ever more complex emergencies. This project seeks to develop simple practical tools that can help people to better manage their teamwork, improve their decision making and develop more creative solutions.\  In addition to developing these tools this project also considers how organisations utilise the outcomes of research.\  Application of research in support of organisational learning is critical not just for organisational growth, competitiveness and sustainability but also for wide-scale industry development, community and economic well-being. However, maximising organisational learning from research often falls short. As part of this project we will seek to develop a tool to help agencies to utilise research more effectively.

Method: The tools were developed using a human-centred design approach. This approach placed the end-user very much at the heart of the development process so that the tools were effectively co-created with end-users. Embedding end-users into the research and design process has two goals, 1) to produce effective tools that are designed around the end-user and 2) to create the right context for the adoption of the tools by emergency management agencies. In this way we have brought utilisation to the centre of the project, embedding it within the research process so that utilisation informs and is informed by the research from the beginning of the project.

Research and tool development: A number of tools were developed to help people to better manage their teamwork and decision making. These tools include:

In addition to creating tools that help better manage teams and make more effective decisions, members of the project team have also developed methods to help people to act more creatively during operations (such as stretch thinking loops for team decision making). To help end-users to diagnose their capacity to utilise research a self-assessment tool was developed (known as the self-assessment research utilisation maturity matrix or RUMM). This tool can be used by practitioners to identify steps needed to move along the path towards research implementation.

Utilisation: These tools have now seen excellent utilisation by emergency management agencies in Australia and have attracted growing interest from international partners in the UK and Spain.\  The teamwork tools have been used to help manage both simulated and real-life emergencies; to conduct debriefs and after-action reviews; to design response plans; and to evaluate emergency management arrangements. The research utilisation maturity matrix (RUMM) has been used to inform future research planning, to assess existing capability in research utilisation and to inform future policy decisions.\  The tools that we have created have been included in a number of key industry publications (such as AFAC Lessons Management Handbook) and a number of agencies have changed their standard operating procedures to facilitate use of the tools.

Conclusion and next steps: This project has developed a number of products that can help people in emergency management to better manage non-technical skills, improve creativity and assess their ability to utilise the products of research.\  The next steps are to help agencies to better embed these tools so that they become part of normal everyday business.

}, keywords = {Decision making, Emergency management, organisational learning, teamwork}, issn = {641}, author = {Christopher Bearman and Brooks, B and Owen, Christine and Steve Curnin and Peter Hastings and Heather Stuart} } @article {bnh-5034, title = {Decision making, team monitoring and organisational learning in emergency management: annual project report 2017-18}, number = {420}, year = {2018}, month = {10/2018}, institution = {Bushfire and Natural Hazards CRC}, abstract = {

The focus of this project is on providing simple practical tools that can help people to make better decisions and manage teams more effectively in emergency management.\  In addition to the creation of the tools themselves we are also seeking to understand how agencies can better utilise the products from research.\  The project therefore has three streams: team monitoring, decision making and organisational learning.

}, issn = {420}, author = {Christopher Bearman and Brooks, B and Owen, Christine and Steve Curnin and Heather Stuart} } @article {bnh-4218, title = {Decision making, team monitoring and organisational learning in emergency management: annual project report 2016-17}, number = {345}, year = {2017}, month = {09/2017}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

Strategic level emergency management is becoming ever more sophisticated as emergencies caused by natural hazards become more complex and dynamic. If we are going to expect people to operate in this increasingly complex environment we need to make sure that they have the necessary skills and tools.\  This is especially true of non-technical skills such as teamwork and decision making.\  This project aims to develop simple practical tools that help people to make better decisions and manage teams more effectively.\  As part of this work we are also interested in understanding some of the enablers and barriers to effective research utilization.\  The project therefore has three streams: team monitoring, decision making and organizational learning.

In the team monitoring stream, two teamwork checklists have been developed based on an extensive literature review and discussions with our end-user partners.\  These checklists (known as EMBAM \& TPC) have been trialed during exercises, real time operations and debriefs with encouraging results.\  Qualitative and quantitative studies have so far shown that these checklists are clear, concise and provide useful information that can be used to improve teamwork.

In the decision making stream, we have conducted three interrelated studies that examined how emergency management organisations maintain, assess, and improve the quality of their decisions. The three studies included using a critical decision method to explore strategic decision making during an international disaster, exercising teams in simulated emergency events and training focused on improving decision making skills and knowledge. The resultant qualitative and quantitative research has identified several consistent themes in terms of where participants perceive their organisations to be performing well and areas that can lead to improvements in decision-making. Further tranches of data collection have been scheduled to verify these results across 2017.

The key aim of the organizational learning stream is to help emergency management staff to function more effectively in increasingly complex environments. Its overall approach is to help agencies to {\textquoteright}learn how to learn{\textquoteright}, so they understand how to embed effective learning practices and systems into their organisation{\textquoteright}s culture. The experiential learning model, which is grounded in real-world experiences rather than classroom training, is a key focus of this research. No organisation can forgo learning. All experiences provide opportunities for learning to occur. A key insight for agencies interested in facilitating improvements in learning is to locate potential weak links in the learning cycle and to develop a better understanding of how to learn.

}, issn = {345}, author = {Christopher Bearman and Brooks, B and Owen, Christine and Steve Curnin and Rainbird, Sophia and Heather Stuart} }