@book {bnh-8330, title = {A guide to non-technical skills in emergency management}, year = {2022}, pages = {58}, publisher = {Bushfire and Natural Hazards CRC}, organization = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

A guide to non-technical skills in emergency management\ by Dr Peter Hayes, A/Prof Chris Bearman and Donald Gyles is the first book of its guide developed for emergency management. It was developed as observations from the authors\ indicated the need\ to better manage non-technical skills during emergency and incident\ management; non-technical skills continue to be an area highlighted in\ investigation reports and inquiries; and\ discussions with agency partners indicated a a resource like this book would help to educate practitioners deepen their understanding of the non-technical skills literature.

What is in the book?

A guide to non-technical skills in emergency management\ seeks to:\ introduce and highlight the importance of\ non-technical skills; identify some of the issues\ and pitfalls that can occur; and describe tools\ that can help people better manage non-technical\ skills in operational situations.

The content of the book necessarily draws heavily\ on research conducted during by the\ Improving decision-making in complex multi-team environmentsproject conducted between 2014{\textendash}2021.\ By writing this book the authors hope to provide a\ consistent framework that allows agencies\ to manage the various aspects of non-technical\ skills in a more holistic way. This\ also encourages agencies to adopt a shared\ language to discuss, promote and manage these\ important but often neglected sets of skills.

Who is the book for?

The book is designed for emergency\ management practitioners and instructors\ who wish to understand more about non-technical skills. This may be because they want to improve their own knowledge and practice or be better prepared to coach, mentor or\ instruct others. Learning and development practitioners may find the book a useful reference source for developing non-technical skills training materials or for enhancing these skills within more technically oriented training units (for example, teaching communication\ skills in the context of relay pumping).

The approach

Some readers will be familiar with these skills\ and will have used them working in various\ teams. For others, it may be the first time they\ have encountered them. For the group who
are encountering non-technical skills for the\ first time, the authors have provided a simple overview of each skill and how it can be observed in\ both training and real operations. For the more experienced practitioners of non-technical skills the authors have included a set of information\ and challenges to help people to think more\  deeply about that non-technical skill.

}, isbn = {978-0-6452058-2-4}, issn = {978-0-6452058-2-4}, author = {Peter Hayes and Christopher Bearman and Donald Gyles} } @article {bnh-8133, title = {Embedding non-technical skills as part of core business in emergency management - Final project report Part A}, number = {693}, year = {2021}, month = {07/2021}, institution = {Bushfire and Natural Hazards CRC}, address = {MELBOURNE}, abstract = {

Non-technical skills are increasingly being seen as a vital part of effective performance in industries where there is a high potential for catastrophic outcomes (such as medicine, maritime, aviation and the military). In these industries non-technical skills have become an integral part of core business and a variety of tools and training programs have been developed to support and enhance their use. Emergency management has been somewhat slower to adopt non-technical skills management programs, although such programs are now starting to emerge. The Bushfire \& Natural Hazards CRC has been instrumental in facilitating research in non-technical skills over the last 10 years and a reasonable body of work has emerged on non-technical skills. This project draws together much of this body of work by providing an overarching integrative framework and by developing a set of training materials that can be used to train people in emergency management. This set of materials is an important resource that can help the adoption of non-technical skills by agencies so that they come to be seen as core business.

}, keywords = {Emergency management, non-technical skills, teamwork}, issn = {693}, author = {Christopher Bearman and Peter Hayes} } @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-6773, title = {Staying on task: a tool to help state and regional-level emergency management teams}, journal = {Australian Journal of Emergency Management}, volume = {35}, year = {2020}, month = {01/2020}, pages = {38-44}, abstract = {

The demands on teams coordinating emergency management at state and regional levels can be considerable. These teams may be supporting multiple incidents and are prioritising resources, liaising with other organisations and managing public interests. Also, during large-scale emergencies, teams will be working under conditions of stress and fatigue, which are known to impair cognitive processes such as memory and decision-making. This paper describes a checklist-based cognitive aid that can be used by teams to help retain their focus on tasks that need to be completed. This checklist is based on a hierarchical task analysis that was developed with emergency management agencies using observations, subject matter expert advice and prototype piloting. The checklist is a simple, straightforward set of prompts that help managers keep track of operational tasks and, thus, helps to reduce mental workload and improve cognition. The checklist can be used as a prompt to help emergency managers address the tasks they have oversight for, as a training and development resource, and as a diagnostic and monitoring tool to assess how well a control centre is operating. This can be assessed in real time and through the after-action review process. The checklist is a flexible tool that can help people better manage emergency response activities.

}, keywords = {decision-making, Emergency management, teams}, url = {https://knowledge.aidr.org.au/resources/ajem-january-2020-staying-on-task-a-tool-to-help-state-and-regional-level-emergency-management-teams/}, author = {Peter Hayes and Christopher Bearman and Mark Thomason and Peter A. Bremner} } @conference {bnh-6412, title = {Joining the dots: using social media to connect with more vulnerable Victorians during emergencies}, booktitle = {Bushfire and Natural Hazards CRC Research Day AFAC19}, year = {2019}, month = {12/2019}, address = {Melbourne}, abstract = {

An ongoing challenge for emergency, government, and community organisations is {\textquoteleft}how can social media (social media) be best used to connect with people who may be considered more vulnerable during an emergency event?{\textquoteright} This question has three key elements. First, when using the term vulnerable who might we be referring to? Second, how is social media being used by relevant organisations and vulnerable community members? Third, how might we better use social media to connect to the more vulnerable sections of the community? This paper reports on findings from recently completed research funded by Emergency Management Victoria. This research is unique in that it combines insights and perspectives from: interviews with emergency, government and community organisations; analysis of social media postings; and interviews and a survey of community members.

Our research noted that most organisations have developed a more nuanced perspective of the term vulnerable, one which takes account of contextual and temporal factors and recognises that all Victorians are periodically vulnerable. Interviews highlighted that organisations, community groups, and vulnerable sections of the community operate in a complex informational and social media landscape. Moreover, this landscape continues to develop with changing boundaries between actors, and organisations{\textquoteright} evolving roles. Analysis of social media highlighted that the messaging was generic, with little content aimed at vulnerable sections of the community. The research also investigated how vulnerable people used social media during emergencies. Findings included a growing expectation from community members on the use of social media by emergency and government organisations and that community members increasingly prefer to obtain information from community groups on social media.

The research provides a range of suggestions to improve effective use of social media to better meet the needs of vulnerable persons during emergencies. These included the use of communities of practice, education of social media users, development of practice guidelines, standard setting, and monitoring.

}, keywords = {communications, community, social media, Vulnerability, Warnings}, url = {https://knowledge.aidr.org.au/resources/australian-journal-of-emergency-management-monograph-series/}, author = {Peter Hayes and Stan Karanasios and Vanessa Cooper and Marta Poblet} } @article {bnh-4677, title = {Evidence to support incident management team capability}, journal = {Australian Journal of Emergency Management }, volume = {33}, year = {2018}, month = {07/2018}, pages = {5}, chapter = {44}, abstract = {

In 2015, the Australasian Fire and Emergency Service Authorities Council (AFAC) commissioned a review of the evidence base to establish the rationale for capabilities central to effective incident management. The review focused on the capabilities required for senior AIIMS Level 3\ Incident Management Team roles. Results were used to inform standards for the AFAC Emergency Management Professionalisation Scheme. The review considered the human factors and emergency management literature as well as research conducted through the Bushfire CRC. Analysis and synthesis of the evidence identified three broad capabilities, each with three sub-capabilities important in incident management. The three categories were to model leadership and teamwork, to think and plan strategically and demonstrate self-awareness. This article outlines the evidence base and the capabilities developed through this review and contributes to the evidence base for incident management capability. Guidance on what will be needed in continuing professional development program is provided.

}, keywords = {communication, decision-making, Emergency management, EMPS, incident management, multi-hazard.}, url = {https://knowledge.aidr.org.au/resources/ajem-jul-2018-evidence-to-support-incident-management-team-capability/}, author = {Owen, Christine and Peter Hayes and Brooks, B and Cameron Scott and Geoff Conway} } @article {bnh-6049, title = {Identifying the evidence to support incident management team capability}, journal = {Australian Journal of Emergency Management}, volume = {33}, year = {2018}, month = {07/2018}, pages = {44-49}, abstract = {

In 2015, the Australasian Fire and Emergency Service Authorities Council (AFAC) commissioned a review of the evidence base to establish the rationale for capabilities central to effective incident management. The review focused on the capabilities required for senior AIIMS Level 31 Incident Management Team roles. Results were used to inform standards for the AFAC Emergency Management Professionalisation Scheme. The review considered the human factors and emergency management literature as well as research conducted through the Bushfire CRC. Analysis and synthesis of the evidence identified three broad capabilities, each with three sub-capabilities important in incident management. The three categories were to model leadership and teamwork, to think and plan strategically and demonstrate self-awareness. This article outlines the evidence base and the capabilities developed through this review and contributes to the evidence base for incident management capability. Guidance on what will be needed in continuing professional development program is provided.

}, keywords = {Capability, incident management, standards}, url = {https://search.informit.com.au/documentSummary;dn=792881583519986;res=IELAPA}, author = {Owen, Christine and Peter Hayes and Brooks, B and Cameron Scott and Geoff Conway} } @proceedings {BF-3753, title = {Getting the best bang for your buck: Ad hoc or pre-formed incident management teams?}, year = {2012}, pages = {67=68}, abstract = {An ongoing challenge for agencies managing wildfires is ensuring the effectiveness of their incident management teams (IMTs). In recent years there has been growing interest in the benefits of using pre-formed IMTs, leading to a number of agencies adopting their use. An important feature of pre-formed teams is their high levels of intra-team familiarity. The implementation of pre-formed IMTs has, in part, been based on the expectation that greater familiarity and member knowledge enables superior team performance. ...}, url = {http://www.iawfonline.org/pdf/3rd\%20Human\%20Dimensions\%20Conference\%20Proceedings\%20-\%20FINAL.pdf}, author = {Peter Hayes and Omodei, Mary} } @proceedings {BF-3052, title = {Essential aspects of effective simulation-based training for incident management personnel}, year = {2011}, publisher = {Bushfire CRC}, address = {Sydney, Australia}, isbn = {978-0-9806759-9-3}, issn = {978-0-9806759-9-3}, url = {http://www.bushfirecrc.com/resources/pages-234-247-essential-aspects-effective-simulation-based-training}, author = {Peter Hayes and Omodei, Mary} } @article {BF-2581, title = {Managing Emergencies: Key Competencies for Incident Management Teams}, journal = {The Australian and New Zealand Journal of Organisational Psychology}, volume = {4}, year = {2011}, pages = {1-10}, abstract = {Each year Australian fire and land management agencies deploy Incident Management Teams (IMTs) to manage bushfires. An important question is: what are the key competencies required for IMT personnel? Recent research in high reliability organisations suggests that teamwork-related competencies are likely to be most important because incident management depends critically upon interdependent team members, often operating in dynamic, uncertain, time pressured, and high stakes environments. This study used semi-structured interviews with experienced IMT personnel (N = 15) to identify 12 key competencies important for bushfire IMT roles. Analysis of 30 bushfire incidents described by interviewees confirmed that three competencies (a) interpersonal and communication skills, (b) leadership, and (c) IMT procedural knowledge were central. Potential implications for organisational decision making in emergency contexts in general are outlined.}, doi = {10.1375/ajop.4.1.1}, author = {Peter Hayes and Omodei, Mary} }