Multitasking in the Emergency Communications Environment

STEVE PENDLETON

PENDLETON PARTNERS, INC.

RICHMOND, TX

W: 281-595-0072

C: 713-855-9552

[email protected]

Information Overload, Stress and Multi-tasking

JOB STRESS: HARMFUL PHYSICAL AND

EMOTIONAL RESPONSES THAT

OCCUR WHEN THE REQUIREMENTS OF

THE JOB DO NOT MATCH THE

CAPABILITIES, RESOURCES,

OR NEEDS OF THE WORKER

Stress and the Emergency Communications Center

Yesterday…3

Today…4

Dispatch Today is…

Busier More 9-1-1 calls and field units to service

More complicated “White Powder” incidents, school shootings, etc.

Wireless, Text, SMS, etc.

EMD and other content improvements

More demanding Faster pace

“Instant service” expectations

Dependent on complex technology systems

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But…

Staffing has not increased in line with demand

System improvements have not offset task increases ANI/ALI → wireless callers

MDCs for unit status → more calls/units per channel

Technology Is faster and more capable –

But it isn’t easier than the old ways

It provides more information –

But has increased the overall workload

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End Result

Information Overload!!

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THE IMPACT OF INFORMATION

OVERLOAD ON THE INDIVIDUAL AND THE

ORGANIZATION

The Results of Information Overload

Overloaded workers…

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Are slower and less accurate in their work

Take longer to make decisions

Refuse or distrust new information

Have difficulty identifying relevant information

Lose perspective – can’t see relationship between details and overall situation

Overloaded workers…

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Pay less attention to each individual input

Ignore low-priority inputs (e.g. security cameras, administrative lines)

Make their own definitions/ standards for information processing

Pass off their burden to others, if possible

Organizations with overloaded workers

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Have a greater tolerance for errors and sloppy work

Have poor productivity

Have lower job satisfaction rates

Are less able to use information to make decisions effectively

HOW INFORMATION, THE WORKER, AND

OTHER FACTORS AFFECT PRODUCTIVITY

AND STRESS LEVELS

Understanding Information and Stress

Five Components of Information Processing

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Characteristics of the Information

The Information Worker

The Work Environment

The Desired or Expected Information Product

The Tools

Information Characteristics

Usefulness House number, street name vs. GPS coordinates or landmarks

Format Symbols or a map vs. text

Order and method of presentation Location, caller name, call back number vs. number, name, location

Specificity and complexity Robbery vs. burglary

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The Information Worker

Training Police call taker trying to take an EMS call

Skill Levels/ Practice First day call taker vs. veteran with 20 years experience

Knowledge and experience Someone who knows the geography of their area

Attitude Jaded people are slower and less accurate

General health (fatigue, energy level, colds, etc.)

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The Work Environment

Distractions Multiple information sources, ambient noise

Processing interval Perceived processing priority – e.g. pressure from caller, field unit

Allowed processing period – pressure to meet standards

Task continuity Merry-go-Round of different unrelated tasks is counter-productive

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The Information Product

Routine or exceptional? Cold burglary report vs. multi-company fire response with victims

Simple or complex? Simple dispatch vs. working a hostage situation or multi-alarm fire

Accuracy and completeness High demand for accuracy and completeness will improve product but also

increase stress for the worker

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The Information Tools

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Ease of Use

Interpretability

Speed Can the computer/ technology move as fast as the user?

Reliability Technology failures and the expectation of failures increase stress

Degree of task automation How much will the technology do automatically?

HOW TO SPOT INFORMATION OVERLOAD

IN THE COMMUNICATIONS CENTER

Signs and Symptoms of Information Overload

Cognitive Symptoms20

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Emotional Symptoms21

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Physical Symptoms22

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Behavioral Symptoms23

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DOES MULTI-TASKING IMPROVE

PERFORMANCE?

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Multi-Tasking: An Effective Response?

Multi-tasking Reduces Productivity

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Human brain cannot concentrate on more than one activity at a time

Moving from one activity to another – multi-tasking – requires brain to switch resources and rule sets

Performance degradation is greater when switching to unfamiliar or complex tasks; less when going to simple/routine tasks

Continuous switching causes significant efficiency losses and stress

Scientific Research

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One study showed that multi-tasking is less efficient than doing one thing at a time Subjects listened to sentences and mentally rotated images in their head

Subjects were able to accomplish tasks, but not as well as when they did them separately, AND

MRI showed brain regions were not overlapping

Overall brain activity dropped – less than 2/3 total activity when done separately

Another study had subjects simultaneously write a report and check email Total effort was 150% longer than those doing the same things in sequence

How come I can walk and talk at the same time?

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Brain can handle routine tasks and thinking tasks at the same time We can walk and talk

Piano players can even play the piano and talk to someone at the same time – because they practice so much

But when two thinking tasks are done at the same time both will get less than full attention

HOW TO BREAK THE INFORMATION

OVERLOAD CONUNDRUM, REDUCE STRESS

AND IMPROVE PRODUCTIVITY

28 Pendleton Partners, Inc. [email protected]

Solutions for Information Overload

Six Basic Objectives

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Sharpen your mission and reduce workload

Match resources to workload

Match information to tasks

Ensure that the organization of center is effective

Streamline/ align technology to most effectively support the work

Take care of employees

WHAT YOU CAN DO TODAY TO FIGHT

STRESS AND IMPROVE YOUR WORK

ENVIRONMENT

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8 Steps for Combating Information Overload

Demand Management / Reduction

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Develop shared service goals

Refine your mission and service offering

Involve your customers (public safety and public-surrogates)

Assess your strengths, weaknesses, and opportunities

Have a honest discussion with all about what you can and cannot do

Eliminate non-essential demand

Find alternative service method/ provider

Eliminate non-essential tasks

Alignment

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Input/ Output Alignment Get the info needed to complete the task

Task/ Role Alignment Define/ enforce roles so that each position does what it is supposed to, not

more

Manage workload, avoid task conflict

Task/ Mission Alignment Define the mission of the unit so that it fulfills it’s core mission, not that and something else

Organizational Design

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Study your task and workload

Nature of tasks and workload

Utilization rate

Chronological distribution

Structure organization to effectively complete task and workload

Eliminate multiple simultaneous inputs (e.g. multiple radio channels)

Questions to think about –

Are you the Police switchboard too? Maybe you need switchboard operators

Do you handle animal control or non-emergency dispatch?

If you handle calls for all services are your call takers trained in each area?

Staffing

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Set shared performance standards (NFPA 1221, etc.)

Measure workload – quantify everything Phone calls – emergency and administrative

Dispatches, traffic stops, radio air time, field requests, etc.

Non-emergency and secondary tasks

Measure task processing intervals – everything takes time Calls for service = Connect time, ring time, interrogation, and wrap-up

Use a stopwatch if necessary

Use scientific algorithms – not emotions or perceptions

Peak/ Off-peak staffing

Assignments and Scheduling

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Assign employees to a single position for a set time period Reduce task conflict – set expectations for relief

Routinely rotate assignments Variation of assignment can reduce stress

Produces more capable employees

Require rest periods 10-15 minutes every two hours, during stressful periods, restores

equilibrium

Staff according to demand curve

Ensure schedule allows for adequate off-duty rest and relaxation

Improve your Information

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Consider using interrogation protocols

Record only the information that others will need to process call

Develop meaningful groups and classifications for information

Refine event types to encapsulate more meaning

Event status to communicate urgency of event

Routinely review and refine input/ outcome

Improve Technology

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Offload work MDCs, status heads

Web access to CAD and history files

Automate manual tasks Pagers, fire station alerting, silent dispatch

External interfaces – automated tag/ person checks

Automate decision support Refine unit recommendation by event type and agency

Refine information formatting and display

Create Safety Valves

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Develop “Overload” procedures Have a plan for handling exceptional load/ emergencies

Reduce tasks/ services Add resources – pair up, call in reserves, etc.

Define trigger points/events for implementing “overload” plans

Practice using “overload” procedures

Appoint a resource manager In exceptional circumstances, supervisors get sucked in

Assign a resource manager to monitor workload, demand, and manage/ direct resources

EMPLOYER AND EMPLOYEE OPTIONS FOR

COMBATING STRESS IN THE WORKPLACE

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Employee Care

Environmental Improvements

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Minimize distractions – ambient noise, people, etc.

Adjust light, air, temperature, sit/ stand option

Windows

Create “Get Aways” Quiet Room

Exercise room

Fresh Air

Encourage healthy habits Provide decaf, water and healthy snacks

Process Improvements

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Include routine breaks in shift schedule

Assign a break after a stressful event

Set clear standards for work processes Time goals

Accuracy

Attitude

Ideal work product

Reduce task conflict and multi-tasking by continuity of position and task

Management Initiatives

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Provide adequate training and practice

Include employees in decision-making and planning processes

Educate employees on stress issues

Establish peer discussion/ support groups

Develop critical incident stress management team

Develop stress “mentors” or “partners”

Management Initiatives

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Identify and resolve interpersonal conflicts

Encourage positive interaction and shared improvement

Monitor employees for stress-related behaviors

Develop effective interventions

Applaud positive effort and results

Carefully manage overtime

Personal Initiatives

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Learn to self-monitor

Visualize, meditate, pray, focus on positive thoughts

Watch funny movies

Prioritize activities/ Don’t over-schedule yourself

Focus on the positive – what you have instead of what you don’t

Identify and minimize personal stressors

Personal Initiatives

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Don’t take on other people’s stress

Be realistic about what you can and can’t do You cannot save or help everyone

Have good work habits – Arrive early

Be prepared

Take sick, vacation, and personal time

Be healthy

DEAL WITH IT!