317
Views
0
CrossRef citations to date
0
Altmetric
Research Articles

Analyzing work-as-imagined and work-as-done of incident management teams using interaction episode analysis

ORCID Icon, ORCID Icon, ORCID Icon & ORCID Icon
Pages 729-757 | Received 30 Jul 2022, Accepted 11 Nov 2022, Published online: 19 Dec 2022

References

  • Aminoff, H., B. Johansson, and J. Trnka. 2007. “Understanding Coordination in Emergency Response.” Paper Presented at the European Annual Conference on Human Decision-Making and Manual Control, Lyngby, Denmark.
  • Anderson, J. E., A. J. Ross, and P. Jaye. 2016. “Modelling Resilience and Researching the Gap ­between Work-as-Imagined and Work-as-Done.” In Resilient Health Care: Reconciling Work-as-Imagined and Work-as-Done. Vol. 3, edited by J. Braithwaite, R. L. Wears, and E. Hollnagel, 133–141.Boca Raton, FL: CRC Press.
  • Annabi, H., K. Crowston, and R. Heckman. 2008. “Depicting What Really Matters: Using Episodes to Study Latent Phenomenon.” Paper presented at the International Conference on Information Systems, Paris, France.
  • Boin, A., L. K. Comfort, and C. C. Demchak. 2010. “The Rise of Resilience.” In Designing Resilience: Preparing for Extreme Events, edited by L. K. Comfort, A. Boin, and C. C. Demchak, 1–12.Pittsburgh, PA: University of Pittsburgh Press.
  • Braithwaite, J., R. L. Wears, and E. Hollnagel. 2016. Resilient Health Care: Reconciling Work-as-Imagined and Work-as-Done. Vol. 3. Boca Raton, FL: CRC Press.
  • Chang, S. E., and M. Shinozuka. 2004. “Measuring Improvements in the Disaster Resilience of Communities.” Earthquake Spectra 20 (3): 739–755. doi:10.1193/1.1775796.
  • de Carvalho, P. V. R., Righi, A. W. Huber, G. J. Lemos, C. d F. Jatoba, A, and Gomes, J. O. 2018. “Reflections on Work as Done (WAD) and Work as Imagined (WAI) in an Emergency Response Organization: A Study on Firefighters Training Exercises.” Applied Ergonomics 68: 28–41. doi:10.1016/j.apergo.2017.10.016.
  • Elmqvist, T., C. Folke, M. Nyström, G. Peterson, J. Bengtsson, B. Walker, and J. Norberg. 2003. “Response Diversity, Ecosystem Change, and Resilience.” Frontiers in Ecology and the Environment 1 (9): 488–494. doi:10.1890/1540-9295(2003)001[0488:RDECAR]2.0.CO;2.
  • FEMA. 2007. Fact Sheet: NIMS ICS-300 Training: Who Must Take It, What It Covers. Washington, DC: Department of Homeland Security. https://www.fema.gov/pdf/emergency/nims/ics_300_fs.pdf.
  • FEMA. 2015. Incident Action Planning Guide. Washington, DC: Department of Homeland Security. https://www.fema.gov/media-library-data/1581104656811-992d3eae93901293d22fab340e653c76/Incident_Action_Planning_Guide_Revision1.pdf.
  • FEMA. 2017. National Incident Management System. Washington, DC: Department of Homeland Security. https://www.fema.gov/emergency-managers/nims.
  • FEMA. 2018. ICS Organizational Structure and Elements Extracted from E/L/G 0300 Intermediate Incident Command System for Expanding Incident, ICS 300. Washington, DC: Department of Homeland Security. Retrieved from https://training.fema.gov/emiweb/is/icsresource/assets/ics%20organizational%20structure%20and%20elements.pdf.
  • Gomes, José Orlando, Marcos R. S. Borges, Gilbert. J. Huber, and Paulo Victor R. Carvalho. 2014. “Analysis of the Resilience of Team Performance during a Nuclear Emergency Response Exercise.” Applied Ergonomics 45 (3): 780–788. doi:10.1016/j.apergo.2013.10.009.
  • Gorman, J. C., N. J. Cooke, and P. G. Amazeen. 2010. “Training Adaptive Teams.” Human Factors 52 (2): 295–307. doi:10.1177/0018720810371689.
  • Ham, D.-H. 2021. “Safety-II and Resilience Engineering in a Nutshell: An Introductory Guide to Their Concepts and Methods.” Safety and Health at Work 12 (1): 10–19. doi:10.1016/j.shaw.2020.11.004.
  • Hartmann, S., M. Weiss, and M. Hoegl. 2020. “Team Resilience in Organizations: A Conceptual and Theoretical Discussion of a Team-Level Concept.” In Research Handbook on Organizational Resilience, edited by E. H. Powley, B. B. Caza, and A. Caza, 39–52. Northampton, MA: Edward Elgar Publishing.
  • Helmer-Hirschberg, O. 1967. Analysis of the Future: The Delphi Method. Santa Monica, CA: RAND Corporation. https://www.rand.org/pubs/papers/P3558.html.
  • Hollnagel, E. 2008. “Preface: Resilience Engineering in a Nutshell.” In Resilience Engineering Perspectives: Remaining Sensitive to the Possibility of Failure. Vol. 1, edited by E. Hollnagel, C. P. Nemeth, and S. Dekker, xi–xiv. Aldershot, UK: Ashgate Publishing.
  • Hollnagel, E. 2011. “Epilogue: RAG - The Resilience Analysis Grid.” In Resilience Engineering in Practice: A Guidebook, edited by E. Hollnagel, J. Paries, D. D. Woods, and J. Wreathall, 275–296. Surrey, UK: Ashgate Publishing.
  • Hollnagel, E. 2012. FRAM: The Functional Resonance Analysis Method-Modeling Complex Socio-Technical Systems. London, UK: CRC Press.
  • Hollnagel, E. 2015. “Why is Work-as-Imagined Different from Work-As-Done?” In Resilient Health Care. Vol. 2, edited by R. L. Wears, E. Hollnagel, and J. Braithwaite, 249–264. New York: Ashgate Publishing.
  • Johns Hopkins University of Medicine. 2021. “COVID-19 Dashboard.” https://coronavirus.jhu.edu/map.html
  • Kendra, J. M., and T. Wachtendorf. 2003. “Elements of Resilience after the World Trade Center Disaster: reconstituting New York City’s Emergency Operations Centre.” Disasters 27 (1): 37–53. doi:10.1111/1467-7717.00218.
  • Klimek, P., J. Varga, A. S. Jovanovic, and Z. Székely. 2019. “Quantitative Resilience Assessment in Emergency Response Reveals How Organizations Trade Efficiency for Redundancy.” Safety Science 113: 404–414. doi:10.1016/j.ssci.2018.12.017.
  • Korolija, N., and P. Linell. 1996. “Episodes: coding and Analyzing Coherence in Multiparty Conversation.” ling 34 (4): 799–832. doi:10.1515/ling.1996.34.4.799.
  • Lee, G. Y., X. Garza‐Gomez, and R. M. Lee. 2018. “Ultimate Costs of the Disaster: Seven Years after the Deepwater Horizon Oil Spill.” Journal of Corporate Accounting & Finance 29 (1): 69–79. doi:10.1002/jcaf.22306.
  • Li, Q., S. Dong, and A. Mostafavi. 2019. “Modeling of Inter-Organizational Coordination Dynamics in Resilience Planning of Infrastructure Systems: A Multilayer Network Simulation Framework.” PloS One 14 (11): e0224522. doi:10.1371/journal.pone.0224522.
  • Lundberg, J., and A. Rankin. 2014. “Resilience and Vulnerability of Small Flexible Crisis Response Teams: Implications for Training and Preparation.” Cognition, Technology & Work 16 (2): 143–155. doi:10.1007/s10111-013-0253-z.
  • Magurran, A. E. 2013. Measuring Biological Diversity. Malden, MA: Blackwell Publishing.
  • McKibbin, W., and R. Fernando. 2020. Global Macroeconomic Scenarios of the COVID-19 Pandemic. Canberra, Australia. https://cama.crawford.anu.edu.au/sites/default/files/publication/cama_crawford_anu_edu_au/2020-06/62_2020_mckibbin_fernando_0.pdf.
  • Mendonça, D., G. E. G. Beroggi, D. van Gent, and W. A. Wallace. 2006. “Designing Gaming Simulations for the Assessment of Group Decision Support Systems in Emergency Response.” Safety Science 44 (6): 523–535. doi:10.1016/j.ssci.2005.12.006.
  • Mendonça, D., G. Webb, C. Butts, and J. Brooks. 2014. “Cognitive Correlates of Improvised Behaviour in Disaster Response: The Cases of the Murrah Building and the World Trade Center.” Journal of Contingencies and Crisis Management 22 (4): 185–195. doi:10.1111/1468-5973.12057.
  • Militello, L. G., E. S. Patterson, L. Bowman, and R. Wears. 2007. “Information Flow during Crisis Management: Challenges to Coordination in the Emergency Operations Center.” Cognition, Technology & Work 9 (1): 25–31. doi:10.1007/s10111-006-0059-3.
  • Moon, J., F. Sasangohar, C. Son, and S. C. Peres. 2020. “Cognition in Crisis Management Teams: An Integrative Analysis of Definitions.” Ergonomics 63 (10): 1240–1256. doi:10.1080/00140139.2020.1781936.
  • NOAA. 2020. “U.S. Billion-Dollar Weather and Climate Disasters.” https://www.ncdc.noaa.gov/billions/events/US/1980-2019
  • Okoli, C., and S. D. Pawlowski. 2004. “The Delphi Method as a Research Tool: An Example, Design Considerations and Applications.” Information & Management 42 (1): 15–29. doi:10.1016/j.im.2003.11.002.
  • Peltokorpi, V. 2008. “Transactive Memory Systems.” Review of General Psychology 12 (4): 378–394. doi:10.1037/1089-2680.12.4.37.
  • Perry, R. W. 2007. “What is a Disaster?” In Handbook of Disaster Research, edited by H. Rodriguez, E. Quarantelli, and R. Dynes, 1–15. New York: Springer.
  • Pramanik, R., O. Ekman, H. Hassel, and H. Tehler. 2015. “Organizational Adaptation in Multi‐Stakeholder Crisis Response: An Experimental Study.” Journal of Contingencies and Crisis Management 23 (4): 234–245. doi:10.1111/1468-5973.12094.
  • Rankin, A., N. Dahlbäck, and J. Lundberg. 2013. “A Case Study of Factor Influencing Role Improvisation in Crisis Response Teams.” Cognition, Technology & Work 15 (1): 79–93. doi:10.1007/s10111-011-0186-3.
  • Roth, E. M., E. S. Patterson, and R. J. Mumaw. 2002. “Cognitive Engineering.” In Encyclopedia of Software Engineering, edited by J. J. Marciniak, Hoboken, NJ: John Wiley & Sons. doi:10.1002/0471028959.sof045.
  • Sanderson, P. 2017. “Understanding Cognitive Work.” In Cognitive Systems Engineering: The Future for a Changing World, edited by P. J. Smith and R. R. Hoffman, 99–115. Boca Raton, FL: CRC Press.
  • Sasangohar, F., B. Donmez, A. Easty, H. Storey, and P. Trbovich. 2014. “Interruptions Experienced by Cardiovascular Intensive Care Unit Nurses: An Observational Study.” Journal of Critical Care 29 (5): 848–853. doi:10.1016/j.jcrc.2014.05.007.
  • Son, C., E. P. Larsen, F. Sasangohar, and S. Peres. 2020. “Opportunities and Challenges for Resilient Hospital Incident Management: Case Study of a Hospital’s Response to Hurricane Harvey.” Journal of Critical Infrastructure Policy 1 (1): 81–104. doi:10.18278/jcip.1.1.7.
  • Son, C., F. Sasangohar, T. J. Neville, S. C. Peres, and J. Moon. 2020. “Evaluation of Work-as-Done in Information Management of Multidisciplinary Incident Management Teams via Interaction Episode Analysis.” Applied Ergonomics 84: 103031. doi:10.1016/j.apergo.2019.103031.
  • Son, C., F. Sasangohar, S. C. Peres, T. J. Neville, J. Moon, and M. S. Mannan. 2018. “Modeling an Incident Management Team as a Joint Cognitive System.” Journal of Loss Prevention in the Process Industries 56: 231–241. doi:10.1016/j.jlp.2018.07.021.
  • Son, C., F. Sasangohar, S. C. Peres, and J. Moon. 2020a. “Designing an Emergency Management Simulation Testbed to Investigate Incident Management Team Performance.” Paper Presented at the 64th Human Factors and Ergonomics Society Annual Meeting (virtual).
  • Son, C., F. Sasangohar, S. C. Peres, and J. Moon. 2020b. “Muddling through Troubled Water: Resilient Performance of Incident Management Teams during Hurricane Harvey.” Ergonomics 63 (6): 643–659. doi:10.1080/00140139.2020.1752820.
  • Steen, R., and T. Aven. 2011. “A Risk Perspective Suitable for Resilience Engineering.” Safety Science 49 (2): 292–297. doi:10.1016/j.ssci.2010.09.003.
  • Sujan, M., P. Spurgeon, and M. Cooke. 2015. “The Role of Dynamic Trade-Offs in Creating Safety—A Qualitative Study of Handover across Care Boundaries in Emergency Care.” Reliability Engineering & System Safety 141: 54–62. doi:10.1016/j.ress.2015.03.006.
  • The World Bank. 2020. “GDP (current US$).” https://data.worldbank.org/indicator/NY.GDP.MKTP.CD
  • Trnka, J., and B. Johansson. 2009. “Collaborative Command and Control Practice: Adaptation, Self-Regulation and Supporting Behavior.” International Journal of Information Systems for Crisis Response and Management 1 (2): 47–67. doi:10.4018/jiscrm.2009040104.
  • UNDRR. 2019. Global Assessment Report on Disaster Risk Reduction. Geneva, Switzerland. https://reliefweb.int/report/world/global-assessment-report-disaster-risk-reduction-2019.
  • van, Dijk, Liselotte, Linda van Eikenhorst, and Cordula Wagner. 2022. “Daily practice performance (Work-as-Done) compared to guidelines (Work-as-Imagined) of medication reconciliation at discharge: Outcomes of a FRAM study.” Safety Science 155: 105871. doi:10.1016/j.ssci.2022.105871.
  • van Ruijven, T. 2011. “Serious Games as Experiments for Emergency Management Research: A Review.” Paper Presented at the 8th International Conference on Information Systems for Crisis Response and Management, Lisbon, Portugal.
  • Wachs, P., T. A. Saurin, A. W. Righi, and R. L. Wears. 2016. “Resilience Skills as Emergent Phenomena: A Study of Emergency Departments in Brazil and the United States.” Applied Ergonomics 56: 227–237. doi:10.1016/j.apergo.2016.02.012.
  • Webb, G. 2004. “Role Improvising during Crisis Situations.” International Journal of Emergency Management 2 (1–2): 47–61. doi:10.1504/IJEM.2004.005230.
  • Weick, K. E. 1993. “The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster.” Administrative Science Quarterly 38 (4): 628–652. doi:10.2307/2393339.
  • Wolbers, J., and K. Boersma. 2013. “The Common Operational Picture as Collective Sensemaking.” Journal of Contingencies and Crisis Management 21 (4): 186–199. doi:10.1111/1468-5973.12027.
  • Woods, D. D. 2015. “Four Concepts for Resilience and the Implications for the Future of Resilience Engineering.” Reliability Engineering & System Safety 141: 5–9. doi:10.1016/j.ress.2015.03.018.
  • Woods, D. D., and E. Hollnagel. 2006. Joint Cognitive Systems: Patterns in Cognitive Systems Engineering. Boca Raton, FL: CRC Press.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.