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.
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
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