Inderscience Publishers

A framework for team–level reliability through a lens of collaboration

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The aim of this paper is to develop a behavioural framework for team–level reliability assessment in which different forms of collaboration are used as measures. The paper draws on current theorising on collaboration wherein the concept is divided into a regulatory and a social dimension. This definition of collaboration is further related to research on team–level reliability and principles and conditions for reliable collaboration are proposed. The framework is tested empirically in an explorative observation study conducted in the context of a police operational command centre during large–scale critical incident management. In the study, frequencies and variance in interpersonal collaboration are examined. Further, an assessment of team–level reliability is conducted based on the findings. The paper concludes by discussing the potential for using collaboration as an empirical framework for the assessment of team–level reliability.

Keywords: collaboration, HRO, high reliability organisations, HRT, high reliability teams, incident command, crisis management, law enforcement, operational command centres, group interactions, team process, police incident management, team–level reliability, emergency management

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