Beyond procedures: Team reflection in a rail control centre to enhance resilience

Siegel, A.W.; Schraagen, Jan Maarten

doi:10.1016/j.ssci.2016.08.013

Cited by 20 publications

(15 citation statements)

References 18 publications

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“…A more complete picture may arise through the usage of the three boundaries. An experiment with all three boundaries (Siegel and Schraagen 2017) will give more empirical insight on the contribution of team reflection in a broader sense and will deepen the understanding of collaborative sensemaking on related subjects from different boundaries of a system.…”

Section: Discussionmentioning

confidence: 99%

“…In this research, we focus only on the performance boundary as an example of the presentation and analysis which are needed for all the system boundaries (i.e. safety and workload), as described in a separate publication (Siegel and Schraagen 2017). Performance in the rail sector is a combination of punctuality and capacity.…”

Section: Tool For Presentation and Analysis Of Relative Movements Towmentioning

confidence: 99%

“…We have taken all the delayed trains (equal or more than 3 min) of a shift within the controlled area and calculated their average delay increase between entering and leaving the area (see detailed description in the ''Appendix''). The presentation should be of a real-time nature to capture data until the start of the reflection, and it should have an ecological interface (Siegel and Schraagen 2017), ''to reflect the constraints of the work environment in a way that it is perceptually available to the people who use it'' (Burns and Hajdukiewicz 2004, p. 1). The changes in punctuality of an area with respect to a previous period are a value well understood by the rail signaller, but it is difficult to translate a system punctuality number of an area to a specific identifiable component.…”

Section: Tool For Presentation and Analysis Of Relative Movements Towmentioning

confidence: 99%

“…However, movements of the operating state to only one boundary can already be seen as a weak resilience signal (Siegel and Schraagen 2014c). We have focused on the interaction with all three boundaries in a separate publication (Siegel and Schraagen 2017), which enlarges the discussion topics with interrelated cases. In the next Sect.…”

Section: Introductionmentioning

confidence: 99%

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Team reflection makes resilience-related knowledge explicit through collaborative sensemaking: observation study at a rail post

Siegel

Schraagen

2017

Cogn Tech Work

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Resilience is defined as the ability to adaptively deal with system boundaries in the face of the unexpected and unforeseen (Branlat and Woods in AAAI Fall Sympoisum, 2010. http://www.aaai.org/ocs/index.php/FSS/ FSS10/paper/viewPaper/2238). We hypothesize that drawing upon resilience-related knowledge is a prerequisite for such adaptivity. This paper proposes team reflection (Ellis et al. in Curr Dir Psychol Sci 23(1):67-72, 2014) as a macrocognitive function to make the resilience-related knowledge explicit. This knowledge is implicitly available with individual team members active at the sharp end but is never explicitly shared due to invisibility of goal-relevant constraints. To overcome this invisibility, we suggest an application that makes changes in the current rail sociotechnical system visible in terms of the three system boundaries, a variation of the originally proposed by Rasmussen (Saf Sci 27(2/3):183-213, 1997): safety, performance and workload. This allows a team of rail signallers to analyse movements towards system boundaries and share knowledge on these movements. An observational study at a rail control post was conducted to assess the value of team reflection in making resilience-related knowledge explicit. For this purpose, we developed a first prototype of the application concerning the performance boundary only. Using naturalistic observations of a team during a week, we observed how they reflected at the end of their shift on salient system changes. A global content analysis was used to show the relevance of the content to resilience and to test the increase in the resilience-related knowledge throughout the observation period. A specific case of a human approaching the rail tracks, as a potential suicide, was analysed in detail. The results show the value of team reflection on system movements towards their boundaries, thus making goal-relevant constrained knowledge explicit within the operational rail environment.

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Section: Discussionmentioning

confidence: 99%

Section: Tool For Presentation and Analysis Of Relative Movements Towmentioning

confidence: 99%

Section: Tool For Presentation and Analysis Of Relative Movements Towmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Team reflection makes resilience-related knowledge explicit through collaborative sensemaking: observation study at a rail post

Siegel

Schraagen

2017

Cogn Tech Work

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“…A resilient infrastructure system should depend on a network of connections, enabling it to incorporate other sources/information through connections with other organisations at the time of disruptions. In doing so, team reflection helps to make resilience-related knowledge explicit (Siegel and Schraagen, 2017a), and to better learn from the previous events. Resilience knowledge-sharing, education and guidance among the users and stakeholders are the foundation for designing, operating and functioning of the resilient infrastructure such as flood resilient integrated systems (Pearson et al, 2018).…”

Section: C) Team Reflection and Knowledge-sharingmentioning

confidence: 99%

Towards Resilient Vital Infrastructure Systems: Challenges, Opportunities, and Future Research Agenda

Mehvar

Wijnberg

Borsje

et al. 2020

Preprint

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Abstract. Infrastructure systems are inextricably tied to society by providing a variety of vital services. These systems play a fundamental role in reducing the vulnerability of communities and increasing their resilience to natural and human-induced hazards. While diverse definitions of the resilience engineering concept exist for the infrastructures, analysing resilience of these systems within cross sectoral and interdisciplinary perspectives remains limited and fragmented in research and practice. This review synthesizes and complements existing knowledge in designing resilient vital infrastructures with the aim to assist researchers and policy makers by identifying: (1) key conceptual tensions and challenges that arise when designing resilient infrastructure systems; (2) engineering and non-engineering based measures to enhance resilience of the vital infrastructures, including the best recent practices available; and (3) opportunities for future research in this field. Results from a systematic literature review combined with expert interviews are integrated into a conceptual framework in which infrastructures are defined as a conglomeration of interdependent social, ecological, and technical systems. Our results indicate that conceptual and practical challenges in designing resilient infrastructures continue to exist, hence these systems are still being built without taking resilience explicitly into account. A review of available measures and recent applications shows that these measures have not been widely applied in designing different systems. To advance our understanding of the resilience engineering concept for infrastructure systems, main pressing topics to address evolve around the: (i) integration of the combined social, ecological and technical resilience of infrastructure systems, focusing on cascading effects of failures and dependencies across these complex systems; and (ii) development of new technology to identify the factors that create different recovery characteristics for these socio-ecological-technical systems.

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How does an emotional culture of joy cultivate team resilience? A sociocognitive perspective

et al. 2020

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Summary The complex nature of work tasks leads many organizations to organize work around teams, which must develop the capacity to cope with and adapt to a variety of adverse situations. However, our knowledge and understanding of what enables and inhibits the development of resilient teams, that is, change in teams' resilience capacity, have yet to be fully developed. Drawing on the build hypothesis of broaden‐and‐build theory, we explore the dynamic emotional, social, and cognitive elements that underlie change in team resilience capacity. We posit that a change in a team's emotional culture of joy predicts change in team resilience capacity through both social and cognitive mechanisms (i.e., change in mutuality and change in reflexivity). The results from a two‐wave study involving 91 teams (comprising 1291 individual responses) indicate that the positive relationship between change in the emotional culture of joy and change in team resilience capacity is mediated by change in mutuality and change in reflexivity. This research advances the emerging literature on team resilience by theoretically delineating the underlying affective, social, and cognitive collective mechanisms that lead to within‐team variability in team resilience capacity.

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Beyond procedures: Team reflection in a rail control centre to enhance resilience

Cited by 20 publications

References 18 publications

Team reflection makes resilience-related knowledge explicit through collaborative sensemaking: observation study at a rail post

Team reflection makes resilience-related knowledge explicit through collaborative sensemaking: observation study at a rail post

Towards Resilient Vital Infrastructure Systems: Challenges, Opportunities, and Future Research Agenda

How does an emotional culture of joy cultivate team resilience? A sociocognitive perspective

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