Measuring the Effects of Team Resource Management Training for the Fire Service

Hagemann, Vera; Kluge, Annette; Greve, Joseph

doi:10.1037/e572172013-504

Cited by 2 publications

(2 citation statements)

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“…(2011) have offered a similar approach to CRM for the fire service. Some fire and emergency services have built on existing CRM models to develop core NTS such as communication, situational awareness, problem‐solving, decision‐making and teamwork (Hagemann et al., 2012). These CRM programmes are also referred to as Team Resource Management (TRM) and have the goal of enabling emergency service response teams “to make the right decisions in the field quickly, safely and collegially” (Griffith et al., 2015, p. 7).…”

Section: Non‐technical Skills In the Emergency Servicesmentioning

confidence: 99%

“…Researchers have begun to evaluate the effectiveness of CRM programmes for emergency and fire response teams. Hagemann and colleagues looked at the TRM/CRM programmes in a German fire service (Hagemann & Kluge, 2013; Hagemann et al., 2012), and more recently, Griffith et al. (2015) completed a meta‐analysis of four CRM programmes undertaken by fire and emergency medicine personnel.…”

Section: Non‐technical Skills In the Emergency Servicesmentioning

confidence: 99%

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Non‐technical skills for emergency incident management teams: A literature review

Hayes

Bearman

Butler

et al. 2020

Contingencies & Crisis Mgmt

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Every year, incident management teams (IMTs) coordinate the response to hundreds of emergency events across Australasia. Larger scale emergencies such as a storms, floods, wildfires, oil spills and chemical explosions can place a lot of pressure on an IMT. Non‐technical skills play a central role in the performance of these teams. This article reviewed the broader non‐technical skills (NTS) literature before focusing on the NTS required for emergency management. It was found that most NTS frameworks share four to five common skill categories, although there were greater differences at the element and behavioural marker level. A variety of issues were identified in the literature that highlight that emergency management is very different from other domains where NTS systems have been developed. The literature on NTS in conjunction with this set of issues was used to develop a proposed NTS framework for emergency IMTs. This framework comprises 7 skill categories (i.e. communication, coordination, cooperation, decision‐making, situation awareness, leadership and coping, stress and fatigue management). The 7 skills can be further delineated into 16 elements and 44 behavioural markers. The framework provides a prototype that can form the basis for further research in this area.

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Section: Non‐technical Skills In the Emergency Servicesmentioning

confidence: 99%

Section: Non‐technical Skills In the Emergency Servicesmentioning

confidence: 99%

Non‐technical skills for emergency incident management teams: A literature review

Hayes

Bearman

Butler

et al. 2020

Contingencies & Crisis Mgmt

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Crew Resource Management Development

Masood

Jha

Magd

2022

Global Air Transport Management and Reshaping Business Models for the New Era

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Crew resource management (CRM) is the product of a paradigm shift in safety thinking from ‘finding the problem' to ‘finding the solution'. Until the ‘crash of the century' took place in Tenerife in 1977, the first officer was only to be seen and not heard. He was ‘a good for nothing' sandbag sitting in the right seat. But all changed in 1977-1978 with the introduction of CRM, initially cockpit resource management and now crew resource management. It was so elaborate a system created out of necessity by aviation that no matter which high-reliability organization (HRO) was and is present, they took it up as the most efficient and effective method to reduce human fallibility. Starting from the civil nuclear technology sector to medical science to firefighting, all have adhered to CRM principles. The latest innovation which comes across from the experts is threat and error management (TEM), which is coincidentally the revision or version six of CRM. The aim of the present effort is to relate how CRM has come of age, the purpose behind it, and a deeper view of its successful cross-functioning into various vocations and industries.

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Measuring the Effects of Team Resource Management Training for the Fire Service

Cited by 2 publications

References 0 publications

Non‐technical skills for emergency incident management teams: A literature review

Non‐technical skills for emergency incident management teams: A literature review

Crew Resource Management Development

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