Citation

Bergström J, Dahlström N, Henriqson E, Dekker SWA. J. Conting. Crisis Manage. 2010; 18(4): 220-230.

Copyright

(Copyright © 2010, John Wiley and Sons)

DOI

10.1111/j.1468-5973.2010.00618.x

PMID

unavailable

Abstract

The performance of teams, with different levels of domain and crisis management experience, managing unexpected and escalating situations was observed using a mid‐fidelity ship‐bridge simulation and analysed by applying the central concepts of joint activity coordination as well as Woods's theory building on data overload. The coordination strategies used by the teams were evaluated by applying coordination process indicators and the concept of control. The paper discusses how different aspects of team coordination in unexpected and escalating situations, e.g. that teams that maintain a high level of control in escalating situations, avoid or minimize the effects of data overload by using explicit and agreed‐upon goals rather than sharing as much incoming information as possible. The results presented in this paper show the benefits of applying a broad set of theoretical concepts to shed light on the actual demands that escalating situations pose on people's data processing capacities and processes. It also provides guidance on the successful performance of teams in such situations and thus support for the development of successful strategies for their management.