Naturalistic Decision Making and Training the Incident Commander

1999 ◽  
Vol 1999 (1) ◽  
pp. 437-442
Author(s):  
Thomas S. Kuhaneck ◽  
Arn M. Heggers ◽  
Mark P. O'Malley
Keyword(s):  
Decision Making ◽  
Training Program ◽  
Coast Guard ◽  
Naturalistic Decision Making ◽  
Incident Command System ◽  
Incident Command ◽  
Decision Making Models ◽  
And Training ◽  
The U.S

ABSTRACT For years, the U.S. Coast Guard and other pollution response organizations have relied on traditional (analytical) decision making models as a basis for training their On-Scene Coordinators. With the Coast Guard's adoption of the Incident Command System (ICS), a more appropriate basis for a training program may be found using naturalistic decision making (NDM) models. This paper will describe both the traditional and naturalistic decision making models, compare them, explain why naturalistic decision making is more appropriate for training Incident Commanders, and propose a program for such training for use by the Coast Guard or other response organizations.

A Model Grassroots Approach for Incident Command System Implementation1

1999 ◽  
Vol 1999 (1) ◽  
pp. 427-431
Author(s):  
Peter Gautier ◽  
Carol McAllister ◽  
Kristy L. Plourde
Keyword(s):  
Training Program ◽  
San Francisco ◽  
Lessons Learned ◽  
Coast Guard ◽  
Incident Management ◽  
Building Relationships ◽  
Incident Command System ◽  
Incident Command ◽  
Implementation Team ◽  
Marine Safety

ABSTRACT Two years ago, the U.S. Coast Guard (USCG) formally adopted the National Interagency Incident Management System (NIIMS) Incident Command System (ICS) as doctrine for response management to oil and hazardous materials incidents. USCG Marine Safety Office (MSO) San Francisco Bay has aggressively implemented ICS as the way it conducts spill response in addition to how it carries out many of its routine operations. In a comprehensive effort to improve readiness through ICS, the MSO has established an ICS implementation team. This team constructed an ICS-based organization chart, referred to as a Watch Quarter and Station Bill (WQSB), crafted a training program, prepared ICS equipment and supply “go kits” for spill deployment, and developed administrative measures to maintain and track the program. The MSO's training program is two pronged, consisting of ICS classroom training to teach best practices alternating with process tabletop exercises to reinforce lessons learned from responses. Each session is open for attendance by state and federal trustees as well as local USCG operational units. In this way, the MSO reaches out to the local response community to establish ICS expertise and enhance response relationships. The MSO's implementation plan has proven to be extremely valuable in building the knowledge of personnel, building relationships and better preparing everyone for future spills.

Changes in the Use of Incident Command System in the U.S. Coast Guard1

2003 ◽  
Vol 2003 (1) ◽  
pp. 1175-1178
Author(s):  
Kristy Plourde ◽  
Tim Deal ◽  
Doug Lincoln
Keyword(s):  
Oil Spill ◽  
Coast Guard ◽  
Incident Management ◽  
Incident Command System ◽  
Incident Command ◽  
Job Aids ◽  
Is Implementation ◽  
Implementation Program ◽  
Response Organization ◽  
The U.S

ABSTRACT Incident Command System (ICS) is a proven multi-contingency response management system that is flexible and provides improved interoperability with other organizations. The U.S. Coast Guard adopted the use of ICS in oil spill responses well before 2001, but the U.S. Coast Guard announced and published is implementation plan for use of ICS Coast Guard-wide in February 2001. This paper will discuss how the U.S. Coast Guard has been moving forward with a phased ICS implementation program and will discuss some of the new tools that have been established. In the Atlantic and Pacific regions, the U.S. Coast Guard has established Incident Management Assist Teams (IMATs), which are a group of trained and experienced personnel who exercise and deploy as a team. These IMATs have been developed to support local U.S. Coast Guard Incident Commanders in their response organization on large incidents. The U.S. Coast Guard has begun work on an ICS qualification system with Position Task Books (PTBs), qualification tracking, and instructor qualifications and continues to move forward with ICS training programs. The U.S. Coast Guard published the Incident Management Handbook (IMH) in April 2001. This handbook incorporated the oil spill Field Operations Guide (FOG) and included information for other types of incidents including Hazardous Materials, Terrorism, and Search and Rescue. The U.S. Coast Guard has also published job aids to help personnel in specific ICS positions. While the U.S. Coast Guard recognizes that implementation of ICS in its organization will take some time, it continues to move forward. This will only improve the way the U.S. Coast Guard responds to incidents.

Naturalistic Decision Making in High Performance Team Sport Coaching

2015 ◽  
Vol 2 (2) ◽  
pp. 152-168 ◽  
Author(s):  
Stephen Harvey ◽  
John William Baird Lyle ◽  
Bob Muir
Keyword(s):  
Decision Making ◽  
High Performance ◽  
Recent Literature ◽  
Critical Factors ◽  
Naturalistic Decision Making ◽  
Problem Framing ◽  
Stimulated Recall ◽  
Suitable Framework ◽  
And Training

A defining element of coaching expertise is characterised by the coach’s ability to make decisions. Recent literature has explored the potential of Naturalistic Decision Making (NDM) as a useful framework for research into coaches’ in situ decision making behaviour. The purpose of this paper was to investigate whether the NDM paradigm offered a valid mechanism for exploring three high performance coaches’ decision-making behaviour in competition and training settings. The approach comprised three phases: 1) existing literature was synthesised to develop a conceptual framework of decision-making cues to guide and shape the exploration of empirical data; 2) data were generated from stimulated recall procedures to populate the framework; 3) existing theory was combined with empirical evidence to generate a set of concepts that offer explanations for the coaches’ decision-making behaviour. Findings revealed that NDM offered a suitable framework to apply to coaches’ decision-making behaviour. This behaviour was guided by the emergence of a slow, interactive script that evolves through a process of pattern recognition and/or problem framing. This revealed ‘key attractors’ that formed the initial catalyst and the potential necessity for the coach to make a decision through the breaching of a ‘threshold’. These were the critical factors for coaches’ interventions.

Area Contingency Plan Scorecard: Determining A Plan's Ability To Achieve “Critical Success Factors”

2001 ◽  
Vol 2001 (1) ◽  
pp. 623-631 ◽  
Author(s):  
David C. Haynes ◽  
Gary L. Ott
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Contingency Planning ◽  
Incident Command System ◽  
Incident Command ◽  
Contingency Plan ◽  
Critical Success ◽  
Response Organization ◽  
Effectiveness And Efficiency ◽  
The U.S

ABSTRACT Can an Area Contingency Plan (ACP) embody a response organization's potential for success? Can the response effectiveness and efficiency of an ACP be measured through expert evaluation? On a scale of low, medium, or high, how well does an ACP predict a response community's ability to achieve certain “Critical Success Factors”? Intuitively, Area Committees know that area contingency planning should better prepare a response community for effective and efficient spill response—accomplishing Critical Success Factors. Yet, at present, ACPs are generally evaluated on their conformance to a prescribed format rather than their ability to achieve Critical Success Factors. Likewise, the future holds that ACPs will be evaluated on their conformance to the U.S. Coast Guard's newly developed Incident Command System (ICS) format. However, a basic analytical method is needed to determine whether an ACP has the necessary planning elements that can be internalized and implemented to enhance and, if utilized appropriately, produce a truly successful response. This paper describes an analytical evaluation technique that uses a recently developed ACP scorecard process. Using the scorecard approach, the authors will score a number of ACPs from across the nation to determine each plan's potential (probability) for a response organization to achieve predefined Critical Success Factors.

Problems and Opportunities Integrating Scat and ICS1

1999 ◽  
Vol 1999 (1) ◽  
pp. 863-866
Author(s):  
Michael de Bettencourt ◽  
John Tarpley ◽  
Kathleen Ward
Keyword(s):  
Decision Making ◽  
Oil Spill ◽  
Planning Process ◽  
Management Team ◽  
Fully Integrated ◽  
Incident Command System ◽  
Incident Command ◽  
The Past ◽  
Short Period ◽  
Tremendous Amount

ABSTRACT The Shoreline Cleanup Assessment Team (SCAT) process has done a tremendous amount to standardize the language of shoreline impact and cleanup needs over the past 8 years. The SCAT process has been standardized regionally, and this process now generates a tremendous amount of information in a very short period of time. However, the SCAT-generated information can be extremely complicated and dense. In the urgency of the oil spill crisis, the information is often filtered and distilled down to a point where it is so generalized that it is nearly useless. This inability to manage critical information often wastes valuable resources and time. To better manage the information and decision making associated with shoreline cleanup, the SCAT process must be fully integrated into the Incident Command System (ICS). The information generated by the SCAT must not only be thorough, the spill management team and the supervisors in the field must easily understand it. This paper discusses the problems and opportunities associated with integrating the SCAT process and the ICS planning process.

Unified Command Response To Simultaneous Oil Spills1

1999 ◽  
Vol 1999 (1) ◽  
pp. 937-932
Author(s):  
Meredith Austin
Keyword(s):  
Pressure Drop ◽  
Gulf Of Mexico ◽  
Coast Guard ◽  
Pipeline System ◽  
Incident Command System ◽  
Incident Command ◽  
Level Of Activity ◽  
Unified Command ◽  
Marine Safety ◽  
Responsible Party

ABSTRACT At 10:30 p.m. on January 22, 1998, Coast Guard Marine Safety Unit (MSU) Galveston, Texas received notification of a sudden pressure drop within the High Island Pipeline System (HIPS), indicating a possible break in the pipeline, approximately 55 miles from Galveston in the Gulf of Mexico. The Coast Guard, Responsible Party, and State of Texas established a Unified Command to respond to the incident. At 3:15 p.m. on January 23, the M/V Red Seagull, located approximately 60 miles from Galveston, reported oil around her hull. The Federal Incident Commander established a second Unified Command, using Coast Guard members of the HIPS response, augmented by personnel from other Coast Guard units, the second Responsible Party and the state of Texas. As the level of activity for each of the responses changed, so did the Incident Command structure. The responses were a success due to the Unified Command's understanding of the Incident Command System, and the willingness to bring in additional personnel from other sources as necessary.

U.S. Coast Guard Federal on Scene Coordinator Role in Vessel Salvage1

2003 ◽  
Vol 2003 (1) ◽  
pp. 167-173
Author(s):  
Michael R. Moore ◽  
Thomas C. Miller ◽  
George L. Boone ◽  
Rendall B. Farley
Keyword(s):  
Decision Making ◽  
Marine Environment ◽  
Coast Guard ◽  
Informed Decision ◽  
Contingency Planning ◽  
Informed Decision Making ◽  
Incident Command ◽  
Unified Command

ABSTRACT Salvage operations must be conducted with the utmost concern for the safety of personnel, as well as protection of the marine environment, and property. Due to the highly dynamic circumstances involved in salvage operations, there is no standard or foolproof method for responding to a casualty. Therefore, contingency planning and pre-established relationships with industry become indispensable to ensure that informed decision making, maximum responder cooperation and optimum asset coordination. Inherent in contingency planning is having an understanding that the role of the Captain of the Port (COTP) / Federal On-Scene Coordinator (FOSC) during a salvage response is multifaceted. While the COTP/FOSC has federal responsibilities to protect people, property, and the environment, it is achieved only through close coordination of multiple responding agencies, the response/salvage community and their resources. This successful coordination is greatly facilitated through an understanding of FOSC roles and proper use of the Incident Command/Unified Command (ICS/UC) System. This paper also describes the assets and authorities available to the COTP/FOSC during a salvage response, the triggers and overriding issues that would initiate full or partial federalization.

ICS CONTRIBUTES TO THE NORTH CAPE OIL SPILL RESPONSE1

1997 ◽  
Vol 1997 (1) ◽  
pp. 737-742
Author(s):  
LT Tina M. Burke ◽  
LT John P. Flynn
Keyword(s):  
Oil Spill ◽  
Management System ◽  
Lessons Learned ◽  
Coast Guard ◽  
Management Tool ◽  
Incident Management ◽  
Incident Command System ◽  
Incident Command ◽  
The North ◽  
Oil Spill Response

ABSTRACT In recent years, the usefulness of the incident command system (ICS) has received much attention. Much of the oil industry and several government agencies involved in all types of emergency response have been using ICS for many years. In addition, the U.S. Coast Guard formally adopted the national interagency incident management system (NIIMS) ICS as the response management system of choice in February of 1996. The response to the tank barge North Cape grounding was a complex multiagency effort that brought with it many of the issues and problems responders face when dealing with crisis situations. This paper describes the ICS-based organization that was established to respond to the major North Cape oil spill, analyzes the organization compared to standard ICS, and discusses how the ICS framework and principles contributed to the success of the response. It also explains how closer conformity to standard ICS could have remedied many of the issues that later surfaced as lessons learned, resulting in improved response efficiency. The North Cape response provides a vivid example of how ICS is a helpful management tool that, if rigorously learned and applied in a widespread fashion, can greatly enhance the nation's oil spill response posture.

Future Directions in Cognitive Engineering and Naturalistic Decision Making

1995 ◽  
Vol 39 (9) ◽  
pp. 450-453 ◽  
Author(s):  
Mica R. Endsley ◽  
Gary Klein ◽  
David D. Woods ◽  
Philip J. Smith ◽  
Stephen J. Selcon
Keyword(s):  
Decision Making ◽  
State Of The Art ◽  
Cognitive Engineering ◽  
Training Process ◽  
Naturalistic Decision Making ◽  
Future Directions ◽  
Current State ◽  
Near Future ◽  
And Training ◽  
Research Domain

Cognitive Engineering and Naturalistic Decision Making are presented as two related fields of endeavor that seek to understand how people process information and perform within complex systems and to develop ways of applying this knowledge within the design and training process This panel presents an overview of the current state of the art in this research domain and charts paths for needed developments in the field in the near future.

scholarly journals Training Emergency Department Charge Nurses Through Tabletop Exercises

2019 ◽  
Vol 34 (s1) ◽  
pp. s19-s19
Author(s):  
Beth Weeks
Keyword(s):  
Decision Making ◽  
Emergency Department ◽  
Training Program ◽  
Disaster Response ◽  
Mass Casualty ◽  
Full Scale ◽  
Leadership Role ◽  
Mass Casualty Incidents ◽  
Charge Nurses ◽  
Incident Command

Introduction:In a disaster or mass casualty incident, the Emergency Department (ED) charge nurse is thrust into an expanded leadership role, expected to not only manage the department but also organize a disaster response. Hospital emergency preparedness training programs typically focus on high-level leadership, while frontline decision-making staff get experience only through online training and infrequent full-scale exercises. Financial and time limitations of full-scale exercises have been identified as major barriers to frontline training.Aim:To discuss a cost-effective approach to training ED charge nurses and informal leaders in disaster response.Methods:A formal training program was implemented in the ED. All permanent and relief charge nurses are required to attend one four-hour Hospital ICS course within their first year in their position, as well as participate in a minimum of one two-hour ED-based tabletop exercise per year. The tabletop exercises are offered bimonthly, covering various mass casualty scenarios such as apartment complex fires, riots, and a tornado strike. Full-scale exercises involving the ED occur annually.Results:ED permanent and relief charge nurses expressed increased skills and knowledge in areas such as initiation of disaster processes, implementation of hospital incident command, and familiarization with protocols and available resources. Furthermore, ED charge nurses have demonstrated strong leadership, decision-making, and improved response to actual mass casualty incidents since implementing ICS training and tabletop exercises.Discussion:Limitations of relying on full-scale disaster exercises to provide experience to frontline leaders can be overcome by the inclusion of ICS training and tabletop exercises for ED charge nurses in a hospital training and exercise plan. Implementing a structured training program for ED charge nurses focusing on leadership in mass casualty incidents is one step to building a more resilient and prepared ED, hospital, and community.

Sign in / Sign up

Export Citation Format

Share Document