Building a Resilient Workforce Opportunities for the Department of Homeland Security: Workshop Summary (2012) / Chapter Skim
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4 Factors Influencing Workforce Effectiveness and Resilience
4 Factors Influencing Workforce Effectiveness and Resilience
Pages 61-94
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From page 61... ...
The November 2011 workshop includes a series of presentations devoted to exploring workforce issues and stressors that affect resilience. These presentations looked at organizational level factors that influence resilience, and several include descriptions of possible interventions to address this concerns.
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From page 62... ...
. BOX 4-1 Themes from Individual Speakers on Factors Influencing Workforce Effectiveness and Resilience The role of leadership Relationship between team/unit effectiveness and individual resilience Relationship between physical and mental well-being in resilience Balance between personal and professional obligations on resilience Understanding organizational cultures in designing interventions Role of evidence and performance measurement in developing and improving interventions SLEEP AND PERFORMANCE Dr.
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From page 63... ...
Day-to-day fatigue reduces the ability to handle change. Short-term sleep loss affects performance, leading to on-duty events that most frequently kill or seriously harm law enforcement officers such as traffic crashes and confrontations.
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Another good example is the NIOSHfunded Safety & Health Improvement: Enhancing Law Enforcement Departments (SHIELD) program at the Oregon Health and Science University, which is developing a novel peer-based health promotion education.
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He provided an overview of issues common in HROs and complex adaptive systems and how they relate to Department of Homeland Security's (DHS's) organizational resilience.
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Increasingly autonomous machines also tend to be brittle unless the system design provides mechanisms that make the machine a team player with other groups, roles, and people. When the joint system of people and automated machines is poorly designed, people become a generic source of adaptive capacity to make up for the brittleness because they must develop work-arounds that stretch the ability of the system to handle variations to plans and surprise events.
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Recently, there have been advances in fundamental theories about complex adaptive systems that capture the basic properties that (1) allow systems to adapt to surprising events and (2)
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Urban firefighting includes people in multiple roles at different echelons, trying to balance multiple goals and sharing responsibility for outcomes. Interdependencies stand out between different roles, different teams, and different echelons, and these all depend on how the demands of the situation change and evolve.
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From page 69... ...
But systems that violate the basic properties of HROs appear to operate with higher risk of falling into one or another of the three basic adaptive traps. And people working in such systems will experience cases of near loss of margin of maneuver as stressful events as they are aware of how precarious these situations can be, even if other levels or parts of the organization continue unaware that events with near loss of margin of maneuver are occurring (Woods and Wreathall, 2008)
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From page 70... ...
He suggested that the work on complex adaptive systems, including modeling tools such as multi-agent simulations and measures of brittleness, has progressed to the point that it can provide a framework for DHS. This framework could unify a diverse set of issues needed to meet the mission, such as human capital and workforce stress.
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A 2010 survey by the Society for Human Resource Management found that obtaining human capital was cited as the biggest investment challenge facing companies. Kossek noted that there are cost savings associated with attracting and retaining better human capital.
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. She presented her work on team stress and the linkages between individuals and teams in a multi-team system.
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Individual Stress Versus Team Stress The consequences of job stress on the individual include declines in physical and mental health, job satisfaction, job performance, and burnout. The consequences of team stress can be catastrophic if the stress creates decision-making errors and inefficiencies.
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Correction At an individual level, people can correct for stress by monitoring for cues, identifying that they are under stress, diagnosing the root cause, developing plans, adapting, and revising their strategies. For instance, patients undergoing surgery who are given preparatory information about the pain and discomfort associated with a procedure are discharged from the hospital quicker and ask for less pain medication.
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Smith-Jentsch suggested that debriefings can be successful if they are structured around core teamwork processes. That way the whole team has a shared mental model of cues of team stress that it can use to collectively solve its problems.
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The debriefer is trained to maintain and provide a learning-oriented and psychologically safe climate so people feel comfortable admitting mistakes. In a study of these debriefing strategies, Jentsch-Smith explained that half of the teams debriefed their normal way, which was chronological, and the other half were debriefed by instructors who had been trained in a 1-day workshop on the shared mental model approach.
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Stephanie Lombardo presented an overview of DHS's new Leadership Development Program. She is a program manager working on DHS's SES Candidate Development Program.
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Platoons that have collectively reported positive ratings of their officers were less reactive to the effects of combat exposure than platoons that collectively reported negative ratings of their officers. Positive officer leadership (making good decisions under stress; not putting the unit at additional risk, etc.)
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The solid line represents the predicted distribution if there were no leadership climate differences among companies. The distribution of the results shows there are meaningful differences: There are several companies with very poor leadership, but on the other side of the spectrum there are companies with excellent leadership.
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NOTE: Differences in officer leadership behaviors ratings across units (66 Operation Iraqi Freedom [OIF] units)
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The DHS Leadership Development Program Stephanie Lombardo began by noting that every organization should have a clear mission, and it is necessary to have well-trained, engaged, and resilient employees and leaders to execute that mission successfully. Ideally, leaders create working conditions to get the best out of their staff by being inspirational and strategic, as well as being good fiscal stewards.
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The leadership development framework includes the expectations of all DHS employees: The team member (leading self) The team lead (leading others and projects)
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Fundamentals of DHS Leadership; and (4) Continuous Supervisory Leadership Development.
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WELLNESS AND RESILIENCE IN THE NATIONAL SECURITY AGENCY Rebecca Pille is the director of the National Security Agency's Health Promotion and Wellness, Occupational Health, Environmental and Safety Services. The planning committee invited Pille to the workshops to learn more about NSA's health and wellness programs and to see if they are potential models for DHS to consider.
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The health program uses a health risk assessment tool that addresses the top health risks, which consistently include weight management, cancer, fitness, nutrition, heart health, and stress. The assessment also includes screenings and lab work.
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CHAIRMAN'S TOTAL FORCE FITNESS FRAMEWORK Mark J Bates is the director of Resilience and Prevention within the Defense Centers of Excellence for Psychological Health & Traumatic Brain Injury (DCoE)
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6. The spiritual domain includes service values, positive beliefs, meaning making, ethical leadership, and accommodating diversity.
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FACTORS INFLUENCING WORKFORCE EFFECTIVENESS AND RESILIENCE PANEL DISCUSSION Picking Priorities Brinsfield asked the panelists if they had ideas about how best to translate the concepts discussed in the workshop into next steps for DHS. Pille responded that DHS is not going to be able to tackle everything at once.
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These items demonstrate to everyone that the leader is visibly and tangibly driving this fundamental values issue throughout the organization. Pille noted that having a program champion in leadership increases support for the program more broadly as well.
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The military has an ambitious social media campaign targeting stigma. The campaign includes a broad range of service members from generals to privates sharing their personal experiences.
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He noted however that peer cohesion or bonding between peers is a critical aspect of resilience programs but not necessarily sufficient by itself. Culture Peake noted that in the commercial world there are issues with aligning cultures as organizations change due to market pressures or mergers.
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Perhaps thinking of DHS more like an industry with coordination and oversight mechanisms can create a platform of general agreement across all of the different stakeholders within that "industry." He added that the question is how can DHS facilitate innovation, proper testing, vetting, and participation among all the different component organizations with their histories of different cultures that in part derive from their different submissions? Woods commented that how DHS leadership views this initiative is critical.
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2008. Guided team self-correction: Impacts on team mental models, pro cesses, and effectiveness.
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, Resilience engineering perspectives 1: Remaining sensitive to the possibility of failure. Aldershot, UK: Ashgate.
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