Bushfire incident management team decision making McLennan, J., Holgate, Alina, Omodei, M. and Wearing, A. 2005, Bushfire incident management team decision making, in Proceedings of the 40th APS Annual Conference 28 September - 2 October 2005, Melbourne Vic : past reflections, future directions, Australian Psychological Society, Melbourne, Vic., pp. 183-187. Attached Files Name Description MIMEType Size Downloads Title Bushfire incident management team decision making Author(s) McLennan, J. Holgate, Alina Omodei, M. Wearing, A. Conference name Australian Psychological Society. Conference (40th : 2005 : Melbourne, Vic.) Conference location Level 11, 257 Collins Street, Melbourne, VIC 3000 Conference dates 28 Sept.-2 Oct. 2005 Title of proceedings Proceedings of the 40th APS Annual Conference 28 September - 2 October 2005, Melbourne Vic : past reflections, future directions Editor(s) Katsikitis, Mary Publication date 2005 Conference series Australian Psychological Society Conference Start page 183 End page 187 Publisher Australian Psychological Society Place of publication Melbourne, Vic. Summary Large scale bushfire (or wildfire) suppression activities are conducted under the control of an Incident Management Team (IMT) comprising four major functions: Command, Operations, Planning, and Logistics. Four methodologies were used to investigate processes determining the effectiveness of IMT decision making activities: (a) laboratory experiments using the Networked Fire Chief computer simulation program; (b) analyses of reports of significant fires; (c) structured interviews with experienced IMT staff; and, (d) cognitive ethnographic studies of IMTs. Three classes of team processes were found to be important determinants of IMT effectiveness: information sharing and management; matching of the four component function goals to overall IMT goals; and monitoring of the overall IMT situation to detect and correct task disruptive processes. Several non-rational processes with the potential for hindering IMT effectiveness were noted. Team metacognition emerged as a key process for understanding effective IMT decision making. ISBN 0909881278 9780909881276 Language eng Field of Research 170106 Health, Clinical and Counselling Psychology Socio Economic Objective 970117 Expanding Knowledge in Psychology and Cognitive Sciences HERDC Research category E1 Full written paper - refereed Persistent URL http://hdl.handle.net/10536/DRO/DU:30009712 Document type: Conference Paper Collections: Faculty of Health School of Psychology   Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Versions Version Filter Type Mon, 02 Feb 2009, 08:49:57 EST Wed, 08 Sep 2010, 13:39:01 EST Fri, 16 Mar 2012, 16:39:22 EST Wed, 19 Mar 2014, 08:23:58 EST Filtered Full Citation counts:   Cited 0 times in TR Web of Science Cited 0 times in Scopus Search Google Scholar Access Statistics: 516 Abstract Views, 1 File Downloads  -  Detailed Statistics Created: Tue, 14 Oct 2008, 07:01:25 EST

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