Decision‐making in multiagency multiteam systems operating in extreme environments

Abstract

Extreme environments such as disasters are often managed by several teams working towards a shared goal but with unique sub‐goals at individual and team levels. Whilst these multiteam systems provide potential access to a wide pool of knowledge and resources, public inquiries repeatedly highlight coordination difficulties, leading to conflicting decisions and actions. However, limited research has focused on examining the inter‐team processes used to coordinate decisions in situ within extreme environments in order to cross‐validate theory. Accordingly, the following study analyses naturalistic observations conducted during two large‐scale live disaster response exercises in order to examine (1) what inter‐team processes are used to coordinate decisions, and (2) the extent to which they correspond with a linear phase‐based ‘Joint Decision Model’ (JDM) introduced to national UK disaster response guidance. Findings show responders frequently either revert to gathering information rather than progressing to take action, or take action without deliberately considering options, powers, and policies to form a plan. These non‐linear decision processes remain largely similar across both exercises, indicating that the initial implementation of national JDM guidance has not yet led to substantial changes. Further focus is needed to identify mechanisms for improving coordination in practice, including the form and frequency of training required to maintain such complex skills.Practitioner points Difficulties coordinating information, decisions, and actions are repeatedly identified in multiteam systems operating in extreme environments. Limited research has focused on examining inter‐team processes used to coordinate decisions in situ within extreme environments, posing implications for developing targeted interventions. Findings highlight a tendency for multiagency discussions to either revert back to information gathering rather than progressing to form and implement plans, or moving straight from information gathering to implementing decisions without consciously forming plans. Strong leadership is vital for steering multiagency meetings but chairing these complex discussions is a cognitively demanding task.