Modeling Users of Crisis Training Environments by Integrating Psychological and Physiological Data

Cortellessa, Gabriella; D'Amico, Roberto; Pagani, Marco; Tiberio, Lorenza; Benedictis, Riccardo De; Bernardi, Giulio; Cesta, Amedeo

doi:10.1007/978-3-642-21827-9_9

Cited by 7 publications

(2 citation statements)

References 5 publications

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“…The physiological measures have been used both during the training to dynamically update the trainee model and after the training to correlate personality traits to physiological responses, as well as to compare this response with the trainee self-assessment. All these variables are mapped onto the timeline base model, which provides input to the Planner to personalise the training stimuli, both in terms of content and in mode of presentation (Cortellessa et al, 2011). Figure 4 shows a screenshot of the Heart Activity monitor of a participant in a training session.…”

Section: Assessing Behavioural Aspects In Pandoramentioning

confidence: 99%

Using Emotional Intelligence in Training Crisis Managers

MacKinnon

Bacon

Cortellessa

et al. 2013

International Journal of Distance Education Technologies

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Multi-agency crisis management represents one of the most complex of real-world situations, requiring rapid negotiation and decision-making under extreme pressure. However, the training offered to strategic planners, called Gold Commanders, does not place them under any such pressure. It takes the form of paper-based, table-top exercises, or expensive, real-world, limited-scope simulations. The Pandora project has developed a rich multimedia training environment for Gold Commanders, based on a crisis scenario, timeline-based, event network, with which the trainees and their trainer interact dynamically. Pandora uses the emotional intelligence of the trainees, through a behavioural modelling component, to support group dynamic and decision-making. It applies systemic emotional intelligence, based on inferred user state and rule-based affective inputs, to impact the stress levels of the trainees. Pandora can impose variable stress on trainees, to impact their decision-making, and model their behaviour and performance under stress, potentially resulting in more effective and realisable strategies.In order to develop strategic plans to deal with such situations, individuals who carry executive responsibility for the services and fa-

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Section: Assessing Behavioural Aspects In Pandoramentioning

confidence: 99%

Using Emotional Intelligence in Training Crisis Managers

MacKinnon

Bacon

Cortellessa

et al. 2013

International Journal of Distance Education Technologies

Self Cite

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“…While some scholars have created theoretical models and frameworks for crisis management teams (e.g. Cortellessa et al, 2011;Hannah et al, 2009), the chief focus of research for these teams should be functional as it relates to behavior in crisis situations that can be assessed through direct interaction, measurement, and observation. This would benefit special operations teams by developing research that is relevant and can impact their mission.…”

Section: Pijpsm 372mentioning

confidence: 99%

An empirical examination of special operations team leaders’ and members’ leadership characteristics

Arnatt

Beyerlein

2014

Policing: An International Journal of Police Strategies &Amp; Management

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Access to this document was granted through an Emerald subscription provided by 405387 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Law enforcement special operations teams (e.g. Special Weapons and Tactics Teams, Swift, HRT, and Strategic Response Teams) are charged with resolving difficult situations that pose a threat to all involved. Recent tragedies strengthen the idea that law enforcement special operations teams play a critical role in the maintenance of public safety. Despite the importance of police special operations teams, there is virtually no empirical research specifically addressing leadership within these teams. The paper aims to discuss these issues. Design/methodology/approach -A review of literature was first conducted, identifying authentic leadership, emotional intelligence, and self-efficacy to deal with potentially life threatening situations as being core concepts underlying effective leadership in law enforcement special operations teams. The Authentic Leadership Questionnaire, Trait Emotional Intelligence Questionnaire, and the Crisis Leader Efficacy in Assessing and Deciding Scale were then administered to US local, state, and federal special operations team members and leaders (n ¼ 99). Results were analyzed according to formal team roles. Findings -Findings reveal members and leaders differ in regards to scale scores representing relational transparency, moral and ethical, sociability, and disaster self-efficacy. Originality/value -Much research on special operations teams is highly theoretical and does not seek to understand team leadership in a testable manner. This is especially true of the relationships between the formal roles of leaders and members. This study is the first to use established leadership instruments to assess the differences between team members and leaders. It provides a starting point for future research and reinforces the idea that there are identifiable differences between special operations teams and members.

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