The Signal Provision of Emotion: Using Emotions to Enhance Reliability Via Sensemaking

High reliability organization (HRO) theory suggests that early detection of and swift responses to potentially hazardous and situation changing events in organizational environments is central to the sustainability of reliable operations. Limited research on HRO’s (e.g. military groups and firefighters) considers how normative demands on feeling and emotion help to explain why some events are recognized and responded to while others not. In this article, we propose a model of enactment of anomalous events (i.e., situation changing events) that considers the manner in which emotions are regulated in high reliability contexts and how this influences the extent to which early indicators of anomalous events are heeded or dismissed. In this article, we seek to provide a theoretical framework for explaining both the enabling mechanisms by which emotions may function as a signaling resource in the detection of anomalous events and the constraining mechanisms through when emotion regulation processes may inhibit reliability. We discuss implications of the model for researchers and practitioners in high reliability organizations

Mind Your Meetings: Improve Your Organization’s Effectiveness One Meeting at a Time

Managers and executives spend an inordinate amount of time in the estimated 11 million meetings held in the United States every day. In a survey of 1,900 business leaders, 72% indicated they spend more time in meetings today than they did five years ago, and 49% said they expect that time in meetings to increase. Another study revealed that small businesses (fewer than 10 people) spend about 10% of their time preparing, attending, leading and concluding meetings. Larger organizations (500 or more employees) spend about 75% of their work time on these activities. As the number of meetings increases, the quality and value of meetings can have a direct impact on an organization’s bottom line in the form of wasted time and effort, not to mention poor morale. Ineffective meetings are a cost that an organization arguably has the greatest opportunity to control

Debriefs: Teams Learning From Doing in Context

Debriefs are a type of work meeting in which teams discuss, interpret, and learn from recent events during which they collaborated. In a variety of forms, debriefs are found across a wide range of organizational types and settings. Well-conducted debriefs can improve team effectiveness by 25% across a variety of organizations and settings. For example, the U.S. military adopted debriefs decades ago to promote learning and performance across the various services. Subsequently, debriefs have been introduced in the medical field, the fire service, aviation, education, and in a variety of organizational training and simulation environments. After a discussion of various purposes for which debriefs have been used, we proceed with a historical review of development of the concepts and use in industries and contexts. We then review the psychological factors relevant to debrief effectiveness and the outcomes for individuals, teams, and organizations that deploy debriefs. Future directions of particular interest to team researchers across a variety of psychological disciplines are presented along with a review of how best to implement debriefs from a practical perspective

Understanding Workplace Meetings: A Qualitative Taxonomy of Meeting Purposes

Purpose - Meetings are a workplace activity that deserves increased attention from researchers and practitioners. Previous researchers attempted to develop typologies of meeting purpose with limited success. Through a comparison of classification methodologies, we consider a taxonomy as the appropriate classification scheme for meeting purpose. The goal of our study is to propose a taxonomy of meeting purpose. We then utilize the developed taxonomy to investigate the frequency with which a representative sample of working adults engaged in meetings of these varying purposes. Our proposed taxonomy provides relevant classifications for future research on meetings and serves as a useful tool for managers seeking to use and evaluate the effectiveness of meetings within their organizations. Design/methodology/approach – This study employs an inductive methodology using discourse analysis of qualitative meeting descriptions to develop a taxomomy of meeting purpose. Our discourse analysis utilizes open-ended survey responses from a sample of working adults (N = 491). Findings - Our categorical analysis of open-ended questions resulted in a 16 category taxonomy of meeting purpose. The two most prevalent meeting purpose categories in this sample are “to discuss ongoing projects” at 11.6% and “to routinely discuss the state of the business” at 10.8%. The two least common meeting purpose categories in this sample are “to brainstorm for ideas or solutions” at 3.3% and “to discuss productivity and efficiencies” at 3.7%. The taxonomy is analyzed across organizational type and employee job level to identify differences between these important organizational and employee characteristics. Implications – The data suggest that meetings are institutionalized in organizations making them useful at identifying differences between organizations as well as differences in employees in terms of scope of responsibility. Researchers and managers should consider the purposes for which they call meetings and how that manifests their overarching organizational focus, structure, and goals. Originality/value - This is the first study to overtly attempt to categorize the various purposes for which meetings are held. Further, this study develops a taxonomy of meeting purposes that will prove useful for investigating the different types of meeting purposes in a broad range of organizational types and structures

Organizational Identification: A Context-Specific Mitigating Resource of Work–Family Conflict

The tension between work and non-work life remains a critical issue in contemporary careers. This study explores the role of organizational identification (OI) in reducing work–family conflict (WFC) within demanding and high-stakes jobs in dynamic, uncertain and potentially dangerous contexts (e.g., firefighting). Survey data from 341 firefighters suggest that, congruent with conservation of resources theory and scarcity theory, OI may serve as a resource that mitigates WFC in these contexts. Additionally, the data suggest that the negative relationship between OI and WFC is stronger when trauma is low. For practice, this study provides important implications for employees in similar contexts concerning potential ways to mitigate WFC as well as recommendations concerning exposure to trauma

After-Action Reviews: The Good Behavior, The Bad Behavior, And Why We Should Care

After action reviews have been a common learning and reliability intervention in organizations for decades, and though they have attracted the interest of scholars in recent years, researchers have yet to consider practitioner views of what makes these meetings more or less effective and to check their association with desired outcomes. The current multi-study begins by investigating what makes for good and bad after-action reviews (AARs) using an inductive approach and analyzing responses to open-ended questions about AAR attendee behaviors perceived as more or less effective by participants. Building upon Study 1, Study 2 focuses on the effects of good attendee behavior on desirable outcomes for AARs in high-reliability organizations (HROs). Self-reported data were obtained through online surveys (N = 311). As hypothesized, the first study found that when open-ended questions were posed to firefighters there was strong agreement on what is required to facilitate a good AAR and prevent a bad one. The second study found that conducting AARs provides a venue for team building and potentially enhancing the safety climate on crews

Quantity and quality: Increasing safety norms through after action reviews

Workplace safety is a concern for both scholars and practitioners alike because accidents and injuries can result in time away from work and lost organizational resources. This study focuses on how one type of post-incident discussion can be effectively used to promote positive safety norms. It adds to the growing body of research on after action review meetings, one type of post-incident discussion intervention commonly used in high reliability organizations to increase future workplace safety behaviors. This study also extends the sensemaking and high reliability literatures by examining a three-way interaction between perceived frequency of after action review meetings, ambiguity reduction and psychological safety. Survey data were obtained from 330 firefighters. Results from the three-way interaction showed that safety norms were highest when perceived after action review frequency, ambiguity reduction and psychological safety were simultaneously high, and safety norms were lowest when perceived after action review frequency, ambiguity reduction and psychological safety were simultaneously low. By examining both the perceived quantity and quality of after action review meetings, this study provides insight into which after action review facilitation objectives are most likely to increase positive safety norms and ultimately create a shared understanding of how to behave safely in future workplace events in high reliability organizational contexts

Risky Sex and HIV Acquisition Among HIV Serodiscordant Couples in Zambia, 2002-2012: What Does Alcohol Have To Do With It?

In this paper we evaluate the effects of heavy alcohol consumption on sexual behavior, HIV acquisition, and antiretroviral treatment (ART) initiation in a longitudinal open cohort of 1929 serodiscordant couples in Lusaka, Zambia from 2002 to 2012. We evaluated factors associated with baseline heavy alcohol consumption and its association with condomless sex with the study partner, sex outside of the partnership, and ART initiation using multivariable logistic regression. We estimated the effect of alcohol consumption on HIV acquisition using multivariable Cox models. Baseline factors significantly associated with women's heavy drinking (drunk weekly or more in 12-months before enrollment) included woman's older age (adjusted prevalence odds ratio [aPOR] = 1.04), partner heavy drinking (aPOR = 3.93), and being HIV-infected (aPOR = 2.03). Heavy drinking among men was associated with less age disparity with partner (aPOR per year disparity = 0.97) and partner heavy drinking (aPOR = 1.63). Men's being drunk daily (aOR = 1.18), women's being drunk less than monthly (aOR = 1.39) vs. never drunk and being in a male HIV-negative and female HIV-positive union (aOR = 1.45) were associated with condomless sex. Heavy alcohol use was associated with having 1 or more outside sex partners among men (aOR drunk daily = 1.91, drunk weekly = 1.32, drunk monthly = 2.03 vs. never), and women (aOR drunk monthly = 2.75 vs. never). Being drunk weekly or more increased men's risk of HIV acquisition (adjusted hazard ratio [aHR] = 1.72). Men and women being drunk weekly or more was associated (p < 0.1) with women's seroconversion (aHR = 1.42 and aHR = 3.71 respectively). HIV-positive women who were drunk monthly or more had lower odds of initiating ART (aOR = 0.83; 95% CI = 0.70-0.99) adjusting for age, months since baseline and previous pregnancies. Individuals in HIV-serodiscordant couples who reported heavy drinking had more outside sex partnerships and condomless sex with their study partner and were more likely to acquire HIV. HIV-positive women had lower odds of initiating ART if they were heavy drinkers

Ambiguity and Freedom of Dissent in Post-Incident Discussion

The after-action review (AAR) is a discussion technique some high-reliability organizations employ to encourage learning via collective retrospection. AARs are an effective communication tool for promoting reliability if they are held regularly. One way to encourage frequent AARs is to increase participants’ satisfaction with these meetings. This study examined the impact of post-incident, pre-discussion ambiguity and freedom of dissent on participant satisfaction with AARs. Firefighters (N = 119) completed a survey on their most recent AAR. As predicted, the level of post-incident, pre-discussion ambiguity was negatively related to AAR satisfaction. Freedom of dissent, however, attenuated the negative influence of ambiguity on AAR satisfaction