High reliability teams: new directions for disaster management and conflict

Abstract

Purpose -The aim of this paper is to present a framework that can be used to identify detrimental team processes in high reliability teams (HRTs), such as conflict, asymmetric perceptions and stress and coping appraisals, and develop interventions that eliminate these detrimental team processes. In addition, this paper suggests new directions for future disaster management and conflict research. Design/methodology/approach -This framework is developed based on past theories (i.e. Intragroup Conflict Theory and Biopsychosocial Model of arousal regulation) and their associated empirical studies. Findings -The present article brings a multi-method, multi-level approach to examine the prevalence of detrimental team processes in HRTs, their impact on performance and stress-related health outcomes and how they can be prevented or managed. Originality/value -This paper provides a novel conceptual framework that highlights the importance of considering human factors and team processes in improving the response speed, accuracy and efficiency of high reliability team members and ensuring the health and well-being of both responders and recipients of care.

Managing Pandemics—Demands, Resources, and Effective Behaviors Within Crisis Management Teams

“…As another challenge, CMTs are often large (15 to 25 members) and purposely composed of members with heterogeneous experience, hierarchy/status, knowledge, and backgrounds (e.g., Jehn & Techakesari, 2014; Moon et al, 2020). Such multidisciplinary, diverse teams are required for optimal adaptability to new situations and, therefore, are key to successful CMT work (Kendra & Wachtendorf, 2003; Son et al, 2020).…”

“…Such multidisciplinary, diverse teams are required for optimal adaptability to new situations and, therefore, are key to successful CMT work (Kendra & Wachtendorf, 2003; Son et al, 2020). However, because of this high disciplinary diversity, CMTs often have difficulties with communication and team processes (e.g., Bui, Chau, Degl'Innocenti, Leone, & Vicentini, 2019; Jehn & Techakesari, 2014; Joshi & Roh, 2009). During the COVID‐19 pandemic, for example, CMTs consist of experts from administration, emergency response, health and medicine, IT, law, logistics, supply management, communication, and press relations fields.…”

“…Finally, in their response, CMTs need to interact with other teams—such as executing agencies, equivalent units, or higher‐level organizations—and, in doing so, even when all involved groups share the same strategic goals, operational conflicts are often bound to arise (McMaster & Baber, 2012). Such inevitable conflicts lead to high psychological demands and stressful experiences, which, in turn, negatively influence information processing and decision‐making within the CMTs (Jehn & Techakesari, 2014; Weisæth, Knudsen, & Tonnessen, 2002). During the COVID‐19 pandemic, structural conflicts arose, for instance, between political leaders and professional experts, and between central authorities and local municipalities (Christensen & Lægreid, 2020).…”

“…Together, teamwork can provide specific resources to address the complex and serious challenges of a pandemic. Yet, the structural characteristics of CMTs, their work tasks, and their operating environments might partly prevent full leverage of teamwork benefits, and even cause additional demands and strain for CMT members (e.g., Jehn & Techakesari, 2014; Weisæth et al, 2002). In order to understand the potential strengths and challenges in CMTs more systematically, we connect a job demands and resources perspective with concepts from team research as guiding theoretical framework of our study.…”

How companies overcome crisis through the sharing of information and teamwork performance during the COVID-19 pandemic

“…Olaniran & Williams (2001) state that crisis management is a process of collective decision-making. Jehn & Techakesari (2014) state that human factors and team processes play the key role in the improvement of reaction speed, accuracy and effectiveness of team members.…”