Enhancing scientific response in a crisis: evidence-based approaches from emergency management in New Zealand

Table 1 Framework for inter-team inter-organisational coordination (Owen et al. 2013 )

Phase	Within teams	Between teams	Anchor points
Situation assessment	Information gathering, individuals scan the environment to identify cues	Boundary spanning	Within teams: incident briefings; handovers
	Individual and Team Situation Awareness	Distributed Situation Awareness Social networks	Between teams: Emergency Management Team (EMT) briefings; situation reports; emergency services liaison officers
	Sense-making	Organisational culture	Information flows through texting, emails, data retrieval
Plan formulation	Meaning making	Shared beliefs	Regional and state level team membership
	Setting goals, clarifying roles, prioritising tasks	Centralised-decentralised decision making authority	Decision-structures analysis
	Psychological safety	Distributed cognition	Command and Control (C2) teleconferences; EMT meetings
	Team trust and cohesion	Social networks	Regional and state level team membership
Plan execution	Communication	Relational coordination	Observations of teamwork
	Explicit and implicit coordination	Cultural-historical activity theory	Temporal and cultural-structural boundary points
	Cross-checking/monitoring/backup behaviour
	Leadership	Boundary spanning	C2 teleconferences; EMT meetings
Team learning	Psychological safety	Analysis of organisational tensions and contradictions	Within teams: immediate debriefs
Team learning	Opportunities for reflection and perspective-taking	Organisational learning (post response)	Between teams: multi-agency after action reviews; development of knowledge networks.

ISSN: 2191-5040