Slides in the Tray: How Fire Crews Enable Members to Borrow Experiences

Ishak, Andrew W.; Williams, Elizabeth A.

doi:10.1177/1046496417697148

Cited by 25 publications

(12 citation statements)

References 56 publications

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“…Research has provided important insights into the functionality of high‐reliability teams including the role of leadership (Klein, Ziegert, Knight, & Xiao, ), team learning (Ishak & Williams, ), and training (Salas & Rosen, ). However, explicit efforts to understand the impact of recurring performance episodes are notably absent from the literature.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

A time to trust? The buffering effect of trust and its temporal variations in the context of high‐reliability teams

et al. 2018

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This study aims to further clarify the functionality of job resources in the context of highreliability teams. Combining extant stress models with theoretical considerations from team research, we address temporal variations in the buffering effect of trust in teammates. We hypothesize that trust buffers the negative effect of objective physical activity on perceived strain and that this buffering effect is more pronounced during later performance episodes (i.e., when employees complete a series of temporally distinguishable tasks). We tested the hypotheses with a sample of professional firefighters who completed a sequence of 3 performance episodes in a high-fidelity simulation environment. Each participant was equipped with a smartphone capturing individual motion activity, which we used as an indicator of physical activity. In line with our hypotheses, multilevel modeling revealed a buffering effect of trust on the relationship between physical activity and perceived strain. Importantly, this buffering effect was more pronounced in the second performance episode as compared with the first performance episode. Our findings add a temporal perspective to the understanding of the effectiveness of job resources. In addition, the current study illustrates the usefulness of smartphones for obtaining behavioral data in a naturalistic setting. Tübingen. He is a coeditor of an international social psychological textbook (together with M. Hewstone and W. Stroebe, sixth English edition, translation into eight additional languages). Sebastian Feese is a senior researcher at the Wearable Computing Lab of ETH Zürich. He received his PhD in Electrical Engineering from ETH Zürich in 2014. In his doctoral thesis, he investigated methods to automatically observe social interaction and coordination in teams using wearable sensors. His research interests are team and crowd behavior sensing, social signal processing, and machine learning. In 2015, he cofounded antavi GmbH. Gerhard Tröster is a Professor and Chair of the Electronics Laboratory at the ETH Zurich. He obtained his doctorate from the Technical University of Darmstadt about the design of analog integrated circuits. At ETH Zurich, his fields of research include wearable computing, flexible electronics, human-computer interaction, and detection of the physical, mental, and social contexts of the user aiming at applications in health care and music. How to cite this article: Burtscher MJ, Meyer B, Jonas K, Feese S, Tröster G. A time to trust? The buffering effect of trust and its temporal variations in the context of high-reliability teams. J Organ Behav.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

A time to trust? The buffering effect of trust and its temporal variations in the context of high‐reliability teams

et al. 2018

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“…The US Forest Service as an organization, the multiple hotshot crews that work across the USA, and individual hotshot firefighters had to exercise resilience in the face of this tragedy. Following the tragedy, we interviewed 24 organizational members to see how they responded to (Williams and Ishak, 2018) and learned from (Ishak and Williams, 2017) the event. When analyzing the data from that project, we noted the resilience of our participants and the larger wildland firefighting community.…”

mentioning

confidence: 99%

A dynamic model of organizational resilience: adaptive and anchored approaches

Ishak

Williams

2018

CCIJ

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Purpose Organizations of all types desire to be imbued with resilience, or the ability to withstand and bounce back from difficult events (Richardson, 2002; Walsh 2003). But resilience does not play the same role in every organization. Previous research (Weick and Sutcliffe, 2011) has argued that organizations can be more or less resilient. For high reliability organizations (HROs) such as fire crews and emergency medical units, resilience is a defining feature. Due to the life-or-death nature of their work, the ability to be successful in the face of difficult events is imperative to the process of HROs. The paper aims to discuss these issues. Design/methodology/approach This is a theory piece. Findings The authors put forth a dual-spectrum model that introduces adaptive and anchored approaches to organizational resilience. Research limitations/implications There are organizations for which resilience is only enacted when the organization must overcome difficult events. And at the other end are organizations that may not enact resilience in difficult times, and therefore fail or deteriorate. But while it has been shown that organizations can be more or less resilient, there has been little attention paid to how organizations may have differing types of resilience. Originality/value In this piece, the authors theorize that resilience may differ in type between organizations. Drawing on theoretical approaches to resilience from communication (Buzzanell, 2010), organizational behavior (Weick and Sutcliffe, 2011), and motivational psychology (Dweck, 2016), the authors introduce a model that views resilience as a dynamic construct in organizations. The authors argue that an organization’s resilience-centered actions affect – and are determined by – its approach to Buzzanell’s (2010) five communicative processes of resilience. The authors offer testable propositions, as well as theoretical and practical implications from this model, not only for HROs, but for all organizations.

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“…Like Clusters 2 and 3, the top two terms in Cluster 4 (lime green) set the tone for the cluster: “team learning” and “time.” This work incorporates a good deal of material on shared leadership (see Koeslag-Kreunen et al, 2018 for a review) as well as work on team interaction and interdependence as antecedents to learning over time (e.g., Ishak & Williams, 2017; Määttä et al, 2012; Zoethout et al, 2017).…”

Section: Resultsmentioning

confidence: 99%

Mapping 50 Years of Small Group Research Through Small Group Research

Emich

Kumar

et al. 2020

Small Group Research

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At its 50-year milestone, we assess the Small Group Research ( SGR) corpus to reflect on the development of group research over the past half century. To do this, we examine the evolution of the corpus’s context and content. We examine its context by assessing its impact, which journals it communicates with, and the internationality of its authors. We examine its content—the topics discussed in its articles—using keyword clustering and co-occurrence network analysis. We identify 10 research communities and track their relationships over the four editorial periods associated with the SGR corpus (lagged 2 years for influence): 1970–1981, 1982–1991, 1992–2010, and 2011–2019. Our analyses indicate that the global and local study of group dynamics has fluctuated over time and that phenomenologically based topics connect theoretical topics and stimulate theoretical development. We also provide three criteria to identify communities and topics of group research most likely to benefit from future integration.

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Slides in the Tray: How Fire Crews Enable Members to Borrow Experiences

Cited by 25 publications

References 56 publications

A time to trust? The buffering effect of trust and its temporal variations in the context of high‐reliability teams

A time to trust? The buffering effect of trust and its temporal variations in the context of high‐reliability teams

A dynamic model of organizational resilience: adaptive and anchored approaches

Mapping 50 Years of Small Group Research Through Small Group Research

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