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Military Teamwork. The Plan. A Fair comparison??? Military Teams ANZCA Teamwork Curricula EMAC Military Teamwork Curricula AMAC Questionnaire/Interpretation The Big Five Current areas of interest Resilience training/markers. A Fair Comparison?. - PowerPoint PPT Presentation
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Military Teamwork
The Plan
bull A Fair comparisonbull Military Teamsbull ANZCA Teamwork Curricula
EMAC bull Military Teamwork Curricula
AMACbull QuestionnaireInterpretation
The Big Five bull Current areas of interest
Resilience trainingmarkers
A Fair Comparison
bull lsquoTeam performance cannot be understood independently of the teamrsquos organizational work and task environmentrsquo
Tannenbaum SI Beard RL amp Salas E (1992) Team building and its influence on team effectiveness an examination of conceptual and empirical developments In K Kelley (ed) Issues Theory and Research in IndustrialOrganizational
Psychology Amsterdam Elsevier Science Publishers BV
Military Teams
bull Organisational structure (the paradox of rank)
bull Just in case versus Always onbull Training versus Real workbull Constancy of teamsbull Duress of environmentbull Selection criteria
EMAC Manual bull ldquoEffective management of emergencies particularly in
aviation is now recognised to hinge on the behavioural aspects of leadership and the interaction with a team There is growing recognition that the surgical and anaesthetic staff in an operating room similarly work as a team particularly during emergencies EMAC focuses on the role of the anaesthetist as the leader of this teamrdquo
Brian Robinson Feb 2001
Introduction to First Edition
ANZCA EMAC lsquoTeamworkrsquo Curricula bull 2010 Instructorrsquos Manual bull ldquoTeamworkrdquo 17bull Learning outcome
ldquoDeclaring a crisis and calling for help with effective leadership teamwork and communicationrdquo
bull Goals of course HF background reading ldquoTeamwork communication and error recognition and management are a big part of the human factors experiencerdquo
bull ldquoTeamrdquo7 ( in teamwork context) ldquoDevelop skills in working in a teamrdquo- ldquoCo-ordinate management priorities and effective team behaviours Allow team to allocate roles and consider preparatory actionsrdquo ldquohelliphowever emphasis placed on the team approach to major traumardquo
Incidence = 24
MilitarylsquoTeamworkrsquo Curricula ADF Advanced Medical Assistant Course TMP Page 107 of 443Version 14 dated 01 Jul 2008 Printed copy is uncontrolled2 Team WorkLWD 0-2 Leadership
bull Teamwork refers to the environment of trust support interdependence and group effort that each leader must create and sustainbull Teamwork is fundamental to any environment as it provides crucial speed and initiative Some tasks are best done on an individual basis although the team may prompt and encourage that individual
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
The Plan
bull A Fair comparisonbull Military Teamsbull ANZCA Teamwork Curricula
EMAC bull Military Teamwork Curricula
AMACbull QuestionnaireInterpretation
The Big Five bull Current areas of interest
Resilience trainingmarkers
A Fair Comparison
bull lsquoTeam performance cannot be understood independently of the teamrsquos organizational work and task environmentrsquo
Tannenbaum SI Beard RL amp Salas E (1992) Team building and its influence on team effectiveness an examination of conceptual and empirical developments In K Kelley (ed) Issues Theory and Research in IndustrialOrganizational
Psychology Amsterdam Elsevier Science Publishers BV
Military Teams
bull Organisational structure (the paradox of rank)
bull Just in case versus Always onbull Training versus Real workbull Constancy of teamsbull Duress of environmentbull Selection criteria
EMAC Manual bull ldquoEffective management of emergencies particularly in
aviation is now recognised to hinge on the behavioural aspects of leadership and the interaction with a team There is growing recognition that the surgical and anaesthetic staff in an operating room similarly work as a team particularly during emergencies EMAC focuses on the role of the anaesthetist as the leader of this teamrdquo
Brian Robinson Feb 2001
Introduction to First Edition
ANZCA EMAC lsquoTeamworkrsquo Curricula bull 2010 Instructorrsquos Manual bull ldquoTeamworkrdquo 17bull Learning outcome
ldquoDeclaring a crisis and calling for help with effective leadership teamwork and communicationrdquo
bull Goals of course HF background reading ldquoTeamwork communication and error recognition and management are a big part of the human factors experiencerdquo
bull ldquoTeamrdquo7 ( in teamwork context) ldquoDevelop skills in working in a teamrdquo- ldquoCo-ordinate management priorities and effective team behaviours Allow team to allocate roles and consider preparatory actionsrdquo ldquohelliphowever emphasis placed on the team approach to major traumardquo
Incidence = 24
MilitarylsquoTeamworkrsquo Curricula ADF Advanced Medical Assistant Course TMP Page 107 of 443Version 14 dated 01 Jul 2008 Printed copy is uncontrolled2 Team WorkLWD 0-2 Leadership
bull Teamwork refers to the environment of trust support interdependence and group effort that each leader must create and sustainbull Teamwork is fundamental to any environment as it provides crucial speed and initiative Some tasks are best done on an individual basis although the team may prompt and encourage that individual
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
A Fair Comparison
bull lsquoTeam performance cannot be understood independently of the teamrsquos organizational work and task environmentrsquo
Tannenbaum SI Beard RL amp Salas E (1992) Team building and its influence on team effectiveness an examination of conceptual and empirical developments In K Kelley (ed) Issues Theory and Research in IndustrialOrganizational
Psychology Amsterdam Elsevier Science Publishers BV
Military Teams
bull Organisational structure (the paradox of rank)
bull Just in case versus Always onbull Training versus Real workbull Constancy of teamsbull Duress of environmentbull Selection criteria
EMAC Manual bull ldquoEffective management of emergencies particularly in
aviation is now recognised to hinge on the behavioural aspects of leadership and the interaction with a team There is growing recognition that the surgical and anaesthetic staff in an operating room similarly work as a team particularly during emergencies EMAC focuses on the role of the anaesthetist as the leader of this teamrdquo
Brian Robinson Feb 2001
Introduction to First Edition
ANZCA EMAC lsquoTeamworkrsquo Curricula bull 2010 Instructorrsquos Manual bull ldquoTeamworkrdquo 17bull Learning outcome
ldquoDeclaring a crisis and calling for help with effective leadership teamwork and communicationrdquo
bull Goals of course HF background reading ldquoTeamwork communication and error recognition and management are a big part of the human factors experiencerdquo
bull ldquoTeamrdquo7 ( in teamwork context) ldquoDevelop skills in working in a teamrdquo- ldquoCo-ordinate management priorities and effective team behaviours Allow team to allocate roles and consider preparatory actionsrdquo ldquohelliphowever emphasis placed on the team approach to major traumardquo
Incidence = 24
MilitarylsquoTeamworkrsquo Curricula ADF Advanced Medical Assistant Course TMP Page 107 of 443Version 14 dated 01 Jul 2008 Printed copy is uncontrolled2 Team WorkLWD 0-2 Leadership
bull Teamwork refers to the environment of trust support interdependence and group effort that each leader must create and sustainbull Teamwork is fundamental to any environment as it provides crucial speed and initiative Some tasks are best done on an individual basis although the team may prompt and encourage that individual
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Military Teams
bull Organisational structure (the paradox of rank)
bull Just in case versus Always onbull Training versus Real workbull Constancy of teamsbull Duress of environmentbull Selection criteria
EMAC Manual bull ldquoEffective management of emergencies particularly in
aviation is now recognised to hinge on the behavioural aspects of leadership and the interaction with a team There is growing recognition that the surgical and anaesthetic staff in an operating room similarly work as a team particularly during emergencies EMAC focuses on the role of the anaesthetist as the leader of this teamrdquo
Brian Robinson Feb 2001
Introduction to First Edition
ANZCA EMAC lsquoTeamworkrsquo Curricula bull 2010 Instructorrsquos Manual bull ldquoTeamworkrdquo 17bull Learning outcome
ldquoDeclaring a crisis and calling for help with effective leadership teamwork and communicationrdquo
bull Goals of course HF background reading ldquoTeamwork communication and error recognition and management are a big part of the human factors experiencerdquo
bull ldquoTeamrdquo7 ( in teamwork context) ldquoDevelop skills in working in a teamrdquo- ldquoCo-ordinate management priorities and effective team behaviours Allow team to allocate roles and consider preparatory actionsrdquo ldquohelliphowever emphasis placed on the team approach to major traumardquo
Incidence = 24
MilitarylsquoTeamworkrsquo Curricula ADF Advanced Medical Assistant Course TMP Page 107 of 443Version 14 dated 01 Jul 2008 Printed copy is uncontrolled2 Team WorkLWD 0-2 Leadership
bull Teamwork refers to the environment of trust support interdependence and group effort that each leader must create and sustainbull Teamwork is fundamental to any environment as it provides crucial speed and initiative Some tasks are best done on an individual basis although the team may prompt and encourage that individual
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
EMAC Manual bull ldquoEffective management of emergencies particularly in
aviation is now recognised to hinge on the behavioural aspects of leadership and the interaction with a team There is growing recognition that the surgical and anaesthetic staff in an operating room similarly work as a team particularly during emergencies EMAC focuses on the role of the anaesthetist as the leader of this teamrdquo
Brian Robinson Feb 2001
Introduction to First Edition
ANZCA EMAC lsquoTeamworkrsquo Curricula bull 2010 Instructorrsquos Manual bull ldquoTeamworkrdquo 17bull Learning outcome
ldquoDeclaring a crisis and calling for help with effective leadership teamwork and communicationrdquo
bull Goals of course HF background reading ldquoTeamwork communication and error recognition and management are a big part of the human factors experiencerdquo
bull ldquoTeamrdquo7 ( in teamwork context) ldquoDevelop skills in working in a teamrdquo- ldquoCo-ordinate management priorities and effective team behaviours Allow team to allocate roles and consider preparatory actionsrdquo ldquohelliphowever emphasis placed on the team approach to major traumardquo
Incidence = 24
MilitarylsquoTeamworkrsquo Curricula ADF Advanced Medical Assistant Course TMP Page 107 of 443Version 14 dated 01 Jul 2008 Printed copy is uncontrolled2 Team WorkLWD 0-2 Leadership
bull Teamwork refers to the environment of trust support interdependence and group effort that each leader must create and sustainbull Teamwork is fundamental to any environment as it provides crucial speed and initiative Some tasks are best done on an individual basis although the team may prompt and encourage that individual
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
ANZCA EMAC lsquoTeamworkrsquo Curricula bull 2010 Instructorrsquos Manual bull ldquoTeamworkrdquo 17bull Learning outcome
ldquoDeclaring a crisis and calling for help with effective leadership teamwork and communicationrdquo
bull Goals of course HF background reading ldquoTeamwork communication and error recognition and management are a big part of the human factors experiencerdquo
bull ldquoTeamrdquo7 ( in teamwork context) ldquoDevelop skills in working in a teamrdquo- ldquoCo-ordinate management priorities and effective team behaviours Allow team to allocate roles and consider preparatory actionsrdquo ldquohelliphowever emphasis placed on the team approach to major traumardquo
Incidence = 24
MilitarylsquoTeamworkrsquo Curricula ADF Advanced Medical Assistant Course TMP Page 107 of 443Version 14 dated 01 Jul 2008 Printed copy is uncontrolled2 Team WorkLWD 0-2 Leadership
bull Teamwork refers to the environment of trust support interdependence and group effort that each leader must create and sustainbull Teamwork is fundamental to any environment as it provides crucial speed and initiative Some tasks are best done on an individual basis although the team may prompt and encourage that individual
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
MilitarylsquoTeamworkrsquo Curricula ADF Advanced Medical Assistant Course TMP Page 107 of 443Version 14 dated 01 Jul 2008 Printed copy is uncontrolled2 Team WorkLWD 0-2 Leadership
bull Teamwork refers to the environment of trust support interdependence and group effort that each leader must create and sustainbull Teamwork is fundamental to any environment as it provides crucial speed and initiative Some tasks are best done on an individual basis although the team may prompt and encourage that individual
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
bull The advantages of working as a team include- harnessing the talents of individuals members and gaining synergy in group effort allowing the sharing of limited resources--the ability to respond quickly to contingencies as they arise- the ability to complete complex tasks that cannot be completed on an individual basis- greater social satisfaction for team members through sense of belonging and learning new skills- the ability to provide support to individual members
bull Tensions within a team may also arise The supervisor is to ensure these problems are resolved to ensure the team remains focused and achieves its goalsbull The team structure is vital for ease ofcommunication and decision making Two key considerations are taken into account- Identify the team goals- The second consideration involves focus on the following1048707 clear roles and responsibilities1048707 effective communication1048707 performance feedback1048707 objective judgement This will allow the leaders to recognise the various talents in team members and harness these to assist the team to operate most effectively
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
FANZCAADF ComparisonFANZCA REGISTRAR ADVANCED MILITARY MEDIC
(SEN PARAMEDIC)Five years 14 weeks (90-100)
12 Modules (2013 EMAC Compulsory)
CARDIAC- ASTHMA- ANAPHYLAXIS- TRAUMA- UNCONSCIOUS
5-10 Simulations per Individual 5 years (252 Access +- Individual needs assessment Registrar tutorial EMAC)
Average 35 times Team- Roles- Roles assessment (No churn)
CurriculumHFTechnical PROTOCOLS
CurriculumTechnical PROTOCOLS Clinical care- Admin- Teamwork- Leadership (2IC)
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire1 In an operational war fighting military context what do you understand by the term lsquoteamworkrsquo andor alternatively how would you define teamwork
WARFIGHTING HEALTH CARE
bull Dynamic process to achieve varying aspectsbull A strategybull Achieving a common goalbull Highly influenced by a hierarchy of structured seniority (Command)bull Structured differently to conventional teamwork behaviour
bull People working together to achieve tasks in a safe and calm mannerbull People looking out for each otherbull Individual can work together with others to form a cohort to achieve any and all challenges (with disregard to ones wellbeing )bull Collection of personnel who are operating in a chain of command to execute a pre determined objective
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire2 What generic individual andor collective group skills are essential for a military war fighting team to function at a very high level
WARFIGHTING HEALTH CARE
Decision making Group decision makingAll fighters trained equallyEquality equals effectiveness (mission body)Command leadershipSocialisation irrelevant to decision making process
Teamwork courage determination knowledge communication honour loyaltyGood communication teamwork Leadership discipline initiative BONDING essentialLeadership competence effective communication situational awarenessCourage
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire3 What teamwork skills should be acquired or enhanced as a result of team training
WARFIGHTING HEALTH CARE
bullAcceptance of authority bullLooking out for team members providing support when requiredbullMateship trust loyalty communication skillsbullCommunicationbullInteroperability
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire
4 What individual skills should be acquired or enhanced by team training
WARFIGHTING HEALTH CARE
Discipline Honour confidence communication loyalty integrity honesty couragebullImportance of communicationbullImportance of individual contribution to team objectives
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire5 What do you understand by the term lsquoteam leadershiprsquo WARFIGHTING HEALTH CARE
bullInfluence on others to achieve the set goalbullInspire the team to actbullIntelligencebullCharismabullPrevious demonstration
bullA group or body of people with no definitive leader role bullEvery member contributes and affirms a position therefore every member is classed as a leader (Singapore Army)bullEveryone is able to contribute an input for an outcomebullNo power vacuum or struggle there is no one person in chargebullA collective with a clear goalbullLeadership desirable from all team members (Caveat Only one command)bullTeam led by persons
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire
6 Anaesthetists learn non technical skills One tool to teach these is the Anaesthetistsrsquo Non Technical Skills (ANTS) system These skills are defined as the cognitive social and personal resource skills that complement technical skills In the ANTS system these elements are comprised of
Coordinating activities with team membersExchanging informationUsing authority and assertivenessAssessing capabilities and Supporting others Flin R et al Anaesthetistsrsquo non technical skills British Journal Anaesthesia 2010105 (1) 38-44
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
Ability to leadGetting the best out of each individualPromote the teams positives not the faults
SimilarNon judgemental decisionsUse of authority is key
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire7 Another list of perceived core competencies for teamwork are
Mutual performance monitoring Back up behaviours Adaptability Active leadership (described as creating a climate that encourages the other competencies and shapes the mental model of their teams) and Team orientation Day D V et al Leadership capacity in teams The Leadership Quarterly 2004 15 857-880
How do you perceive military team training to be any different For the military which features are absent or dissimilar to the teamwork behaviours listed
WARFIGHTING HEALTH CARE
bullTrain in all- Lead in the importantbullActive leadership most influentialbullSenior complete all tasksbullExceeding personal and team limitations
bullPerfect match to militarybullSimilar- Mutual performance monitoring may pose issues for subordinates
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Teamwork Questionnaire8 In what general ways do you perceive military war fighting teams are required to be different to high reliability industry civilian teams (high reliability industry examples = Nuclear power generation commercial aviation)
WARFIGHTING HEALTH CARE
Practice hands off leadership to develop skillsPractice hands on leadership to maintain directionTotal command in extremes of war -fighting
Guardians of their country Soldier first- speciality secondCommand has absolute authorityAcceptance of ever present risk of death
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Interpretation
bull Groups become teams through disciplined action
bull Real teams are deeply committed to their purpose goals and approach
bull lsquoHigh performancersquo Team members are also highly committed to one another
THE WISDOM OF TEAMS Creating the High Performance OrganizationJon Katzenbach Douglas Smith
Harper Business 2000 Global Learning Communities Publications Vol3 Issue 5
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
The Big Five
1 Team leadership (direct and coordinate assess assign motivate establish a positive atmosphere develop team KSAs )
2 Mutual performance monitoring (develop common understandings to accurately monitor team mate performance)
3 Back up behaviour (ability to shift workload among members to achieve balance)
4 AdaptabilityFlexibility (adjust strategies reallocation resources or team repertoire)
5 Team Collective orientation (belief in the importance of team goalrsquos over individual memberrsquos goals)
C S Burke E Salas K Wilson-Donnelly et al Qual Saf Health Care 2004 13 i96-i104
bull For over 30 years military-sponsored research has advanced the state-of-the science by defining the essential components of teamwork (Salas et al)
Jeffrey M Beaubien PhD David P Baker PhD Amy K Holtzman MA HOW MILITARY RESEARCH CAN IMPROVE TEAM TRAINING EFFECTIVENESS IN OTHER HIGH-RISK INDUSTRIE Proceedings of the 45th Annual Conference of the International Military Testing
Association ndash 2003
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
Resilience
bull lsquoExtreme environments involve exceptional risk and pose the greatest need for resiliencersquo
Christopher P Nemeth Resilience Engineering The Birth of a Notion Chapter 2 2006 p 7 Ashgate
bull Individuals Skomorovsky A Sudom K lsquoRole of Hardiness in Psychological Well being of CF Officer Candidatesrsquo Military Medicine176 1 7 2011
bull Small teamsSystemsbull Resilience repertoire bull Poorly understood (Skills behaviours attitudes)
Furniss D et al Reliability Engineering and System Safety 96 (2011) 2-10
bull PTSDAdaption 17 programs (US) Bowles et al lsquoMilitary Organisation s and Programs Contributing to Resilience Buildingrsquo Military Medicine 176 6382 2010
bull Australian ndash lsquobattleSMARTrsquo Self regulation and Resilience training
HMAS CANBERRA
HMAS CANBERRA
![Teamwork [1]](https://img.dokumen.tips/doc/110x75/55625904d8b42aa52d8b577e/teamwork-1.jpg)
