The Missing Ingredient is the Value of Flexibility

Abstract

Simulations currently play a key role in facilitating competency training for incident commanders of the emergency services. The article briefly reviews current practice in incident command training and considers the effectiveness of simulation usage and practice for crisis management more generally.

Interwoven Leadership: the Missing Link in Multi‐Agency Major Incident Response

“…Thus, researchers are reduced to using simulations to gain their insights, as this method is often the only feasible way to analyse a person's ability in a crisis situation (Kleiboer, 1997). However, simulations too have their drawbacks, where performance may be linked with conformance, and may be more concerned with a player's ability to conform to a particular training culture than about dealing with a real crisis (Borodzicz, 2004).…”

“…It is the failures that are most under scrutiny in the event of a subsequent enquiry (Flin, 1996). However, where a crisis event has been successfully managed, often this can be directly linked to creative or flexible rulebreaking (Borodzicz, 2004).…”

“…There is also a wide spectrum of effectiveness criteria frequently applied by stakeholders in a crisis (Pearson & Clair, 1998) even though it is acknowledged by scholars that each crisis is potentially unique (Turner, 1978;Yusko & Goldstein, 1997;Sniezek, Wilkins, Wadlington, & Baumann, 2002;Schoenberg, 2005). There is a lack of research both into the relationship between incident/ emergency command abilities and personality (Flin & Slaven, 1996) and into the selection and training of crisis team leaders (Borodzicz, 2004). In the United Kingdom emergency services, competence requirements for key decision makers are still likely to be based on rank rather than proven skill, expertise and ability (LaPorte & Consolini, 1991;Pearce & Fortune, 1995;Borodzicz, 2004).…”

“…The hierarchy of an organization can influence the degree of autonomy that any incident manager has (Penrose, 1999), the level of their authority and responsibility (Flin, 1996;Boin & 't Hart, 2003) and their confidence and ability to step outside standard operating procedures (Borodzicz, 2000) as following these blindly may be counter-productive (Turner, 1978;Turner, 1994;Skriver, Flin, & Robert Gordon, 1996;Lagadec, 1997;Borodzicz, 2000;Borodzicz, 2004;Crichton et al, 2005). If leaders are constrained by fears of breaching organizational taboos -crossfunctional, technical, hierarchical or cultural -for fear of future sanctions, their effectiveness and usefulness to the crisis management team and the organization may be compromised (Robert & Lajtha, 2002).…”

“…There is a lack of research both into the relationship between incident/ emergency command abilities and personality (Flin & Slaven, 1996) and into the selection and training of crisis team leaders (Borodzicz, 2004). In the United Kingdom emergency services, competence requirements for key decision makers are still likely to be based on rank rather than proven skill, expertise and ability (LaPorte & Consolini, 1991;Pearce & Fortune, 1995;Borodzicz, 2004). However, it is argued that personal characteristics may also contribute to the effectiveness of a leader, whether at normality or during the height of an incident.…”