van der Haar Selma, Koeslag-Kreunen Mieke, Euwe Eline, Segers Mien
Maastricht University, The Netherlands.
Zuyd University of Applied Sciences, Heerlen, The Netherlands.
Small Group Res. 2017 Apr;48(2):215-248. doi: 10.1177/1046496417689897. Epub 2017 Feb 10.
Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader's verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.
由于其关键且后果重大的任务，理解促成多学科应急管理指挥与控制（EMCC）团队有效性的杠杆至关重要。我们认为，正式的EMCC团队领导者需要在团队会议中建立架构，以支持工作组织并促进团队学习，尤其是建设性冲突的团队学习过程。在一个由17个EMCC团队进行实际EMCC演练的样本中，包括一到两次团队会议（总共28次），我们对团队领导者的言语结构化行为（1704个事件）进行编码，由外部专家对建设性冲突进行评级，并由现场专家对团队有效性进行评级。结果表明，有效团队的领导者更频繁地使用结构化行为（询问程序性问题除外），但随着时间推移使用频率逐渐降低。他们通过澄清以及进行总结来支持建设性冲突，这些总结随着时间推移以指令或决策结束的频率逐渐降低。
