Margaret T. Crichton

Enhancing Organizational Resilience Through Emergency Planning: Learnings from Cross-Sectoral Lessons

After every emergency exercise or actual incident, reports are circulated that usually identify lessons that have been learned from the event. This paper identifies recurring themes from the lessons learned that can be widely applied across sectors. Typically, lessons are expressed in a form that is specific to the actual event that has transpired, the sector in which it has occurred, and the aims of the reporting organization. Reports relating to seven incidents that have occurred in the United Kingdom and internationally, from a range of sectors and with varying parameters, have been reviewed. It is concluded that organizations can become wiser by looking at incidents outside their own sector and by using these recurring themes to explore the resilience of their emergency plans. Recommendations are also made for best practices to improve the learning of lessons within organizations.

Training Decision Makers – Tactical Decision Games

There is growing recognition of the need to train non-technical skills, especially decision making, for emergency management in high reliability industries as well as in contained environments such as prisons. This article presents a training method, Tactical Decision Games, which appears to provide a good opportunity to practise the non-technical skills that would be required in the management of an emergency situation. Case studies from the UK nuclear power industry and the Scottish Prison Service (SPS) illustrate the adaptability and general application of TDGs for training of emergency response teams in a range of operational settings.

Training for emergency management: tactical decision games

Training of the non-technical skills that are crucial to effective management of emergency situations is an issue that is currently receiving increasing emphasis in the petrochemical sector. A case study is presented of the explosion and fires at the Texaco Refinery, Milford Haven, UK, which occurred in July 1994 (HSE, The explosion and fires at the Texaco Refinery, Milford Haven, 24 July 1994. HSE: London, 1997), with particular focus on the human factors aspects of the event. A key issue identified by the official report into this incident was the importance of emergency management training. This paper outlines a novel, low-fidelity training intervention, the tactical decision game (TDG), which is designed to enhance the non-technical skills (decision making, situation awareness, communication and co-ordination, teamwork, and stress management) required for emergency management. It is proposed that enhanced learning of these non-technical skills, through experience and directed practice following repeated exposure to TDGs, will lead to more efficient emergency management, particularly when dealing with hazardous materials.

Animacy and propulsion in infancy: Tracking, waving and reaching to self-propelled and induced moving objects

Infants from 16 to 20 weeks were videotaped while being presented with objects traversing a 60xa0xa0cm distance. Four conditions were tested: (1) induced movement, holding the object; (2) induced movement, pushing the object; (3) self-propelled mechanical movement, object moving by an internal clockwork; (4) self-propelled biological movement, animate object moving by internal impulse. In tracking, the self-propelled but inanimate and mechanically moving object with the more straight and predictable trajectory attracted most visual attention. In arm movements, the self-propelled but relatively unpredictably moving animate object was reliably distinguished from inanimate objects. It appeared that the action system was less dependent on objects taking a straight and predictable course. Emerging with the onset of goal-directed reaches, the distinction of an internal locus of propulsion in objects was overriding the nearly exclusive response towards animacy occurring in waving. Thus, a distinction of different types of object motion could be found in infants’ developing action system.

From cockpit to operating theatre to drilling rig floor: five principles for improving safety using simulator-based exercises to enhance team cognition

For over 30xa0years, aviation has conducted training courses to enhance team performance and improve safety involving simulation with observation and directed feedback. Participants’ performance is observed by trained and experienced observers who then provide feedback using behaviour-based evidence noted during the simulator exercise. More recently, in healthcare, operating theatre personnel have adopted simulator-based training (SBT), observation and feedback for learning and practice to reduce the potential for human errors and improve safety. Maritime and nuclear power also incorporate high-fidelity simulators and feedback in team training interventions including technical and non-technical skills. The design and development of drilling rig simulators means that drill crews can now practise and test out their decision-making and receive feedback from observers, with the aim of improving team non-technical skills and consequently reducing the potential for errors. This paper presents five principles gleaned from research and the experiences of both aviation and healthcare to be applied to the development of simulator-based exercising for drilling teams. The principles include: (a) developing learning objectives and expected performance standards; (b) training the team as a whole; (c) using a structured observation tool; (d) providing feedback during a structured debrief; (e) repeat the SBT regularly to enhance expertise and retain performance standards. It is anticipated that these principles can be generalised for simulator-based exercising to benefit team social and cognitive competences in other high-hazard or process industries.

Decision making by on-scene incident commanders in nuclear emergencies

A study is reported into the cognitive structures that support incident command decision making by the on-scene incident commander in a nuclear emergency response organisation. These cognitive structures assist incident commanders to assess the situation and make decisions. A card-sorting task was conducted with nuclear on-scene incident commanders (OICs) (n=14) and identified that decision making was influenced by four main factors: availability of procedures; uncertainty; typicality of the decision; and advice from others. The results are discussed in relation to findings from other domains, e.g., emergency services and aviation, and emphasise the importance of considering the specific characteristics of the environment in which the emergency occurs. The findings can be used to determine objectives for directed decision making training for OICs on nuclear installations.