Operational Health Pavilions in Mass Disasters: Lessons Learned from the 2023 Earthquake in Turkey and Syria

The massive earthquake that hit Turkey and Syria in February 2023 killed tens of thousands of people, and most of the deceased have not yet been identified. Many victims were pulled from the rubble hours or days later, injured and in need of assistance, treatment, and food, and many have not yet been connected with their families. Armed forces, volunteers, technicians, and health workers must cooperate in synergy in these situations to ensure effective interventions and to improve resilience. Based on the lessons learned from the response efforts to this recent natural catastrophe, this brief report proposes, for the first time, an organisational model structured around five functional pavilions that can be safely set up at the edge of a disaster area. Each pavilion should run its own activities to make a vital contribution to the overall coordinated emergency response. Looking to the future, it is extremely important to apply a technical approach that leads to maximum operational synergy at a disaster site and during the first phase of a sudden-onset emergency

Transformational leadership as a moderator of the relationship between psychological safety and learning behaviour in work teams in Ghana

Orientation: Transformational team leadership is an important variable that influences team members’ perception of the team as psychologically safe enough to engage in learning behaviours. Research purpose: The study was aimed at investigating the relationship between psychological safety and learning behaviour in teams, as well as the moderating role of transformational team leadership in this relationship. Motivation for the study: For a team to be effective, adaptive and innovative and engage in learning behaviours, the transformational team leader must set the right climate in the team, where he or she welcomes the team members’ opinions, questions and feedback at no risk to their image. An understanding of this will be important in team leader selection and training. Research design, approach and method: Using a cross-sectional survey design, 57 work teams comprising 456 respondents in teams of 7–9 members were purposively sampled from five financial institutions in Accra, Ghana. Hierarchical regression and moderation analyses were run on the data at the team level. Main findings: Results indicated a positive relationship between team psychological safety and team learning behaviour, with transformational team leadership moderating this relationship. Practical/managerial implication: Transformational team leadership is important in creating a climate of psychological safety that will enable team members to engage in learning behaviours. Contribution/value-add: The study provided theoretical and empirical evidence that, in organisational contexts, transformational team leadership is an important variable that can facilitate psychological safety and learning behaviour in teams

When Auditory and Visual Signal Processing Conflict: Cross-Modal Interference in Extended Work Periods

Auditory and visual stimuli presented at intervals of about 300 m sec often produce miss errors in one or the other channel, which result from a bottleneck in a neural circuit associated with executive memory. The present study examined the possibility that cross-modal interference could carry over to performance units that transpire over 3 min or longer. An N-back task performed by 113 undergraduates with simultaneous auditory and visual stimuli was organised into 1-min blocks of 20 trials in 2-back and 3-back conditions. Results showed that impairment of visual processing was more frequent than impairment of auditory processing under conditions of fatigue. A substantial number of person blocks showed no such interference, however. Bottlenecks during early stages of processing may have more extensive effects on later processing than previously recognised. Further research should consider perceptual cycling in longer term tasks involving complex stimuli

Individual Differences in the Experience of Cognitive Workload

This study investigated the roles of four psychosocial variables – anxiety, conscientiousness, emotional intelligence, and Protestant work ethic – on subjective ratings of cognitive workload as measured by the Task Load Index (TLX) and the further connections between the four variables and TLX ratings of task performance. The four variables represented aspects of an underlying construct of elasticity versus rigidity in response to workload. Participants were 141 undergraduates who performed a vigilance task under different speeded conditions while working on a jigsaw puzzle for 90 minutes. Regression analysis showed that anxiety and emotional intelligence were the two variables most proximally related to TLX ratings. TLX ratings contributed to the prediction of performance on the puzzle, but not the vigilance task. Severity error bias was evident in some of the ratings. Although working in pairs improved performance, it also resulted in higher ratings of temporal demand and perceived performance pressure

Building a taxonomy to understand health care worker’s response to workplace 'pressure' in complex, volatile and emergency situations

This research aims to better understand performance under pressure as experienced by health and emergency staff in the workplace. Three basic questions underpin the work: (1) how do health and emergency workers experience and make sense of the ‘pressures’ entailed in their jobs? (2) What impacts do these pressures have on their working lives and work performance, both positively and negatively? (3) Can we develop a useful explanatory model for ‘working under pressure’ in complex, volatile and emergency situations? The present article addresses the first question regarding the nature of pressure; a subsequent article will address the question of its impact on performance. Using detailed interviews with workers in a range of roles and from diverse settings across Ecuador, our analysis aims to better understand the genesis of pressure, how people respond to it and to gain insights into managing it more effectively, especially with a view to reducing workplace errors and staff burnout. Rather than imposing preformulated definitions of either ‘pressure’ or ‘performance’, we took an emic approach to gain a fresh understanding of how workers themselves experience, describe and make sense of workplace pressure. This article catalogues a wide range of pressures as experienced by our participants and maps relationships between them. We argue that while individuals are often held responsible for workplace errors, both ‘pressure’ and ‘performance’ are multifactorial, involving individuals, teams, case complexity, expertise and organizational systems and these must be considered in order to gain better understandings of performing under pressure

Cusp Catastrophe Models for Cognitive Workload and Fatigue in Teams

The use of two cusp catastrophe models has been effective for untangling the effects of cognitive workload, fatigue, and other complications on the performance of individuals. This study is the first to use the two models to separate workload and fatigue effects on team performance. In an experiment involving an emergency response simulation, 360 undergraduates were organized into 44 teams. Workload was varied by team size, number of opponents, and time pressure. The cusp models for workload and fatigue were more accurate for describing trends in team performance criteria compared to linear alternatives. Individual differences in elasticity-rigidity were less important than subjective workload and experimental conditions as control variables. Fluid intelligence within the team was an important compensatory ability in the fatigue model. Results further supported the nonlinear paradigm for the assessment of cognitive workload and fatigue and demonstrated its effectiveness for understanding team phenomena

Nonlinear Dynamical Systems for Theory And Research In Ergonomics

Nonlinear dynamical systems (NDS) theory offers new constructs, methods and explanations for phenomena that have in turn produced new paradigms of thinking within several disciplines of the behavioural sciences. This article explores the recent developments of NDS as a paradigm in ergonomics. The exposition includes its basic axioms, the primary constructs from elementary dynamics and so-called complexity theory, an overview of its methods, and growing areas of application within ergonomics. The applications considered here include: psychophysics, iconic displays, control theory, cognitive workload and fatigue, occupational accidents, resilience of systems, team coordination and synchronisation in systems. Although these applications make use of different subsets of NDS constructs, several of them share the general principles of the complex adaptive system

There Is Light and There Is Darkness: On the Temporal Dynamics of Cohesion, Coordination, and Performance in Business Teams

This study examines teams as complex adaptive systems (tCAS) and uses latent growth curve modeling to test team cohesion as an initial condition conducive to team performance over time and the mediational effect of team coordination on this relationship. After analyzing 158 teams enrolled in a business game simulation over five consecutive weeks, we found that change in team coordination was best described by a continuous linear change model, while change in team performance was best described by a continuous nonlinear change model; and the mediation latent growth curve model revealed a negative indirect effect of team cohesion on the level of change in team performance over time, through the level of change in team coordination. This study contributes to the science of teams by combining the notions of initial conditions with co-evolving team dynamics, hence creating a more refined temporal approach to understanding team functioning