Major Emergency Management Initial Response - Handout - Middle East

Major Emergency Management Initial Response (MEMIR) Training

Course Handout

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Contents.........................................................................................2 Glossary of Terms and Abbreviations.............................................3 Learning Outcomes…………………………………………………….4 Introduction to Emergency Management………...………………….5 Module 1 – Theory of Major Emergency Management The Emergency Manager……………………………………………..6 The Emergency Command Center & Information Management...18 Pre-Planning and Maintaining a State of Readiness……………...20 Dealing with Stress…………………………………………………...23 Module 2 – Practical Simulated Exercises Overview and Learning Outcomes……….…………………………27 Time Out……………………………………………………..…….…..28 Miscellaneous Guidelines in an Emergency………….……………………………..31 Emergency Checklist……………………………………………..…..33 Communication…………………………………………………….….34

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Glossary of Terms and Abbreviations

For the purposes of this training course the following acronyms will be used:

CRO Control Room Operator ECC Emergency Command Centre EM Emergency Manager EMT Emergency Management Team ERP Emergency Response Plan ERT Emergency Response Team ERTL Emergency Response Team Leader ESD Emergency Shut Down ETA Estimated Time (of) Arrival FRC Fast Rescue Craft GPA General Platform Alarm MEM Major Emergency Management OIM Offshore Installation Manager PTW Permit To Work POB Personel On Board

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Learning Outcomes

To successfully complete this training, delegates will:

1) Review, manage and assess the information available in an emergency situation in a timely manner.

2) Establish priorities and take effective action. 3) Implement predetermined emergency plans and procedures

in the context of the current emergency. 4) Efficiently communicate information and instructions. 5) Keep appropriate agencies informed through the support

Emergency Response Team. 6) Monitor and control resources. 7) Evaluate progress and communicate changes in plans and

priorities. 8) Effectively delegate authority and manage individuals and

teams. 9) Recognise and deal with stress in themselves and others.

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Introduction to Major Emergency Management During emergencies, decisions often have to be made within a limited timeframe, without a clear understanding of the situation and where a wrong decision could be a matter of life and death. In addition to these pressures, decisions may have to be made where the working environment is hostile, where normal safety systems and procedures have failed or are unavailable, where physical danger and fear affect the EM’s ability to think clearly. Although the EM may have developed a high level of emergency management ability, to be able to manage an emergency effectively, the EM must also have at his disposal, matching procedures, platform systems and a skilled team. Further steps will be required on the installation, in addition to MEM training, to allow for a safe and effectively co-ordinated response during an emergency. Although normal management skills are an essential component of managing an emergency, the combination of unusual pressures during an emergency demands specific skills and techniques in addition to these normal skills. The aim of MEM training is to provide those skills to ensure that a difficult, hazardous and complex situation can be simplified and clarified to a level that can be easily handled by the normal manager. This course is designed as a first step in acquiring those EM skills. Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Module 1 The Emergency Manager What is an emergency? An emergency is any significant deviation from planned or expected events that could endanger the health and safety of persons, property, the environment or economic status and reputation of the company. What is the difference between a minor and a major emergency? A minor emergency is a situation that can be dealt with internally without outside support and does not disrupt daily operations. A major emergency is when outside/external support and assistance is required e.g. Medivac The post of EM calls for decisions, which may make the difference between life and death of personnel on site. This demands a level of command ability that is not a feature of normal management posts. The key priorities in any response are: • P- Secure the safety of all personnel involved • E- Minimise any impact on the environment • A- Minimise any impact on property and assets • R- Safeguard the company’s reputation

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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The Emergency Manager Must Consider – People

• Immediate personnel involved in the incident

• Plan for their rescue/treatment/return to shore/to their families

• Remaining personnel on board • Reassurance to Onsite Manager/Master and Crew to

minimise panic, and keep morale from dropping • The best method of keeping personnel regularly informed,

and well supported • Personnel involved in the rescue, other vessels, helicopters

etc. • Keep personnel informed of the risks and unfolding situation • Next of kin of personnel involved • When facts have been confirmed, i.e. names, times, places,

and then have the next of kin informed. • Office staff - keep them informed but be especially mindful of

what information may be released to the press by them, all be it/possibly, inadvertently

• What information is released, how it is released and when it is released, may have a profound effect

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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The Emergency Manager Must Consider - Environment

• The environment at the incident

• Minimise the effects of pollution and have resources available, both on board and ashore

• Be aware of the local oil spill response agreements

• Be aware of the local authorities’ procedures • Have the personnel on scene been trained in estimating oil

slick size in barrels? • Have hazard data sheets and cargo manifests from

vessels/aircraft available in the ECC, or have clear channels to obtain them

• Where his responsibilities begin and end as far as local jurisdiction applies. For example, if there is a field boundary and how far does it extend?

• If local regulations call for a 500m zone and any other regulations that apply within this area

• Does the company operate a shore base and how far does their area of responsibility apply around the base?

• If there is a threat to the environment, how many states/countries could be affected and how can they be informed

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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The Emergency Manager Must Consider – Asset

• What equipment is available onsite that may assist the responders/crew and outside parties

• What intrinsic characteristics of the asset may help/hinder resolving the incident, e.g.

• Positive: Has ESD/low inventory/heli-deck, crew well trained and well equipped, FRC available, large open space for muster/rescue, etc.

• Negative: No access easily available from the sea, new OIM/Master, large inventory, high pressure lines, maintenance being carried out, etc.

Resources

• Equipment/Vessels in the area, helicopters in the area or available at the heli-base. Obtain detailed information, such as, ETA/seats available, doctors/medics available, stretcher ready etc. Support

• Your own assets, e.g. supply vessels, coastguard and subcontractor’s resources or any military assets in the area

Notes: …………………………………………………………………………… ……………………………………………………………………………

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The Emergency Manager Management of an emergency situation requires special skills and relies on personnel following correct procedures and reacting in a predictable manner. Only constant training and updating of these skills can help ensure the emergency is handled effectively. Emergency situations have unique problems such as:

• Uncertainty, ambiguity or conflicting information • Shifting and competing goals • Time stress and potential serious consequences • Multiple players (team factors) • Personal factors

By definition EM is the Command & Control of supporting groups (ERT) such as dedicated fire teams, people, equipment, logistical and medical resources required to overcome a situation that is a deviation from planned events and outcomes that could result in the endangerment of people, environment, asset and/or company reputation.

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Roles and Responsibilities – Deputy

• Establish communications with the ERT, receive head count for the all essential personnel

• Ensure all information is shared with the EM and head count numbers are recorded onto the appropriate focus boards

• Communicate all relevant information such as, process/weather/ systems/safe approach route/entry point relating to the incident, to the ERT

• Pass on to the teams your initial PLAN or ORDER • Ensure ERT are correctly equipped for the task • Constantly request updates back from the ERT • Keep close contact with the teams, their location and

numbers at all times • All relevant information to be

recorded onto the focus boards

• Continually update the EM (OIM) with movements and situation reports

• Remember the sharing of information between the teams and management is the primary key to success at the scene

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Roles and Responsibilities – Control Room Operator (CRO)

• Monitor control panel for alarms • Immediate response; acknowledge alarm and confirm • Establish communications with area technicians to

investigate • Shut down ESD if appropriate • Check all PTW (look for similarities) • Inform the EM (OIM) of the situation • Continually check all operating systems/fixed systems • Activate the GPA (main alarm) • Make the initial Public Address Announcement • Inform EM of completion of shutdown/blowdown (ESD) • Ensure all actions are recorded onto the key events board

with a real time

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Roles and Responsibilities – Key Events Recorder

• Start a narrative of all events with a time line • You are a listener • Report to the EM (OIM) regularly • Remember your writing must be legible • Listen to all conversations • Complete checklists • Remember your records are the base discussion points for

all time outs • Monitor time out discipline and regularity • Continually compare your key event board with other focus

boards in the room • Remember you are the duty holder of records of emergency

events

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Roles and Responsibilities – Muster Checker

• Establish and maintain contact with all muster points/locations

• Continually work towards achieving a full head count of all personnel onboard

• Compile missing person/casualty board with accurate information

• Inform EM (OIM) of any outstanding or mismatch of information relating to personnel onboard

• Constantly seek information, do not wait for it to come in to you

• Continue to inform the EM (OIM) of muster changes ABANDONMENT

• Ensure all non essential personnel are at lifeboats before leaving your post

• Ensure head count is correct

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Roles and Responsibilities – Radio Operator

• Maintain communications - channels are open • Establish

communications with ALL infield support resources

• State the emergency and location

• Order vessels to come into the location(s) to support

• Fire fighting support • Co-ordinate support services as directed by the EM (OIM) • Seek confirmation back from infield resources • Keep accurate and up to date records on focus boards of all

infield resource movements ABANDONMENT

• Release a MAYDAY call • Gather all radio traffic records together prior to evacuation

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Roles and Responsibilities – Emergency Manager

• Identify the situation and location of the incident • Consider shutting down the plant and process • Design a PLAN OF ACTION from your ERP based on the

information on hand from the incident scene and fire panel

• Ensure mustering is accounted for and ongoing

• Ensure the ERT are updated with all relevant information

• Monitor the focus boards are being filled out correctly

• Conduct regular TIME OUTS to project your plan of action

• Maintain discipline within the team • Regularly update the POB on the

situation • Contact the onshore support team with regular updates and

requests for support • Continually review your PLAN and adjust as required • Anticipate possible incident escalation and organize

resources ahead of time

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Time Management

• Make a list - what MUST & what SHOULD be done & what you would LIKE to do

• Cut out time wasting • Learn to drop unimportant activities • Say no or delegate • Plan your actions • Set achievable goals • Refer to company procedures • Ask advice • Review your plan continuously • Don’t waste time making excuses for not doing something

Proactive Management

To act in advance we must

• Evaluate worst possible output of the incident • Early request of sufficient resources • Have control over time • Good planning gives good results!

Once mastered, this should, create in the individual...

• Confidence • Awareness • Knowledge • Experience

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The Emergency Command Center & Information Management

Managing information and using the team to build up the ‘picture’ is CRITICAL in an emergency.

An information management system should fulfill a number of functions:

• Provides information on personnel (missing persons, last

known location, casualties and types of injuries) • Details the properties of hazardous substances located at

the scene of the incident • Details the fire fighting equipment, blast walls and other

equipment at the incident • Assists the manager in identifying priorities • Aids the manager in briefing and controlling staff • Indicates possible situation developments and escalations • Indicates availability of resources and estimated time of

arrival • Provides a record of Key Events and actions achieved

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Traditional systems are:

• Muster board • Casualty and missing board • Key Events board • Check lists • Aircraft and vessel movements board • Plans and drawings

Reference Material:

• Emergency Response Plan • Check lists • Operations manual • P&ID drawings • Hazard information • Essential personnel list • Resources list • Your Environmental state, i.e. wind, sea state, visibility, etc. • Time Out sheets • Abandonment checklist

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Pre-Planning and Maintaining a State of Readiness How do the EMT and Emergency crew maintain a state of readiness?

• Planned maintenance of

equipment • The organisation has a duty

of care to have procedures in place

• Personnel/equipment/procedures must be fit for purpose

• Drills are a concrete way of ensuring preparedness • Start with simple drills; finding and fixing problems, and work

up to inter departmental drills, inter asset drills, up to involving outside agencies

• Competency based training can make the best use of resources available

• With knowledge comes experience, with experience, comes confidence

Value and purpose of emergency preplanning and risk assessment that could reduce the possibility of future incidents.

• Every critical component of any process or operation should

be risk assessed • Using this information more complicated risk assessments

are made as to every critical aspect of process/operations • These risk assessments are used to build the emergency

management aspect of the operations manual, which should be developed as the over all Emergency Response Plan “ERP” for the organisation

• By having drills/training, working desk top exercises and then running scenarios based on the actual assets/fields/bases of the organisation, reduces the possibilities of future incidents

Notes: …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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The Emergency Response Plan (ERP) - The primary reference source for all emergency managers

• An Emergency Response Plan details the emergency plan by providing the rules and decision criteria for an efficient (and reduced risk) response to emergencies

• It clearly defines how people and equipment will function under various situations

• The manual should contain the plan in its entirety By taking into account the following:

• Equipment, personnel, skills and other resources available. It establishes actions, responsibilities and liaison procedures to be followed in various emergencies

• Identifies the roles of relevant persons or groups of people, their responsibilities and actions in different situations

• Indicates protocols and procedures for alarms and telephone numbers of personnel, emergency authorities, hospitals, medical practitioners, suppliers of specialised services etc.

The emergency response information provided within operations manuals:

• Should be current, i.e. up to date • Should use the latest procedures and methodology, current

with the latest version of the company ERP • Should be current with the latest operations being carried

out, and encompass any alterations to the asset, however temporary, these alterations are: physical and/or operational

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Summary – Pre Planning

• Having drills and exercises can indicate the competency of staff and the serviceability and sufficiency of equipment

• Planned maintenance should be taking care of equipment, but only by using the equipment can its “fit for purpose” and physical condition be checked

• Using the equipment in drills shows how competent the teams are

• Drills are a concrete way of finding out how well you and all your equipment/departments/organisations involved are prepared

• If they are found not yet competent, then further training can be recommended, or changes can be made to the teams, so that they are ready for an incident

Summary - ERP

• Every installation, vessel, onshore plant within industry has a comprehensive set of Emergency Response Plans/Procedures. They detail the company’s response, action and plan to be carried out by personnel during an emergency

• These procedures provide you with a skeletal foundation for your plan of attack and should be followed and obeyed during an emergency. These procedures combined with the experience of the management team on site, training and common sense should, in most cases, maximize your chance of a successful outcome

Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Dealing With Stress

Sources of stress:

• Alarms • Time pressures and constraints • Equipment breakdown • Unfamiliar events • Reaction(s) of others in the team • Communication breakdown • Lack of information • Conflicting information, ambiguity • Information overload

Types of stress:

• Negative stress • Positive stress

Negative stress is a contributory factor in minor conditions, such as headaches, digestive problems, skin complaints, insomnia and ulcers. Excessive, prolonged and unrelieved stress can have a harmful effect on mental, physical and spiritual health. Positive stress can have a positive effect, spurring motivation and awareness, providing the stimulation to cope with challenging situations. Stress also provides the sense of urgency and alertness needed for survival when confronting threatening situations. Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Dealing With Stress Recognizing the symptoms of stress, depending on the individual and the type of stress initiator, the symptoms of stress can vary dramatically but, a number of key indicators are often present:

• Irritability • Aggression • Forget important information • Poor communication • Withdrawn • Easily distracted • Face and body language

The individual: Everyone is different, with unique perceptions of, and reactions to, events. There is no single level of stress that is optimal for all people. Some are more sensitive owing to personal experiences. Most of the stress we experience is self-generated. How we perceive life, whether an event makes us feel threatened or stimulated, encouraged or discouraged, happy or sad, depends to a large extent on how we perceive ourselves.

• When under pressure, people can forget available resources, forget names/numbers/lose track of time etc.

• Long term loss (or critical incident amnesia) impairs the brain’s ability to store recent event(s)

• The EMT and ECC are there to support the staff in dealing with incidents in an as stress free environment as is possible

• By having a system that is proven and cohesive, it can take the stress levels down to what is bearable, therefore allowing the best decisions to be made

Notes: …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Dealing with Stress Responsibility - The greater the level of responsibility can lead to a greater potential level of stress. Good relationships at work - good relationships with colleagues are crucial. Open discussion is essential to encourage positive relationships. The situation may result in the removal and monitoring of the stressed individual(s). During an emergency there may be a requirement to “pause”, gather your thoughts, reassess, and in some cases, reorganise the groupings or task. Taking effective action to reduce your (the manager’s) personal workload: By having a system that is proven and cohesive, stress levels are reduced to a level which is bearable, therefore allowing the best decisions to be made. The checklists, ordered white boards and practice scenarios run by the team all give the EM the best possible chance of dealing with the event to the best possible conclusion. Be assertive - get organised Assertiveness helps to manage stressful situations, and will in time, help to reduce their frequency. Lack of assertiveness often shows low self-esteem and low self-confidence. The key to assertiveness is verbal and non-verbal communication. Extending our range of communication skills will improve our assertiveness. The benefits: Higher self-esteem, less self-conscious, less anxious with the ability to manage stress more successfully. Appreciate yourself and others more easily with a feeling of self-control. Notes: …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Dealing with Stress Poor organisation is one of the most common causes of stress. Structured approaches offer security against ‘out of the blue’ problems. Prioritising objectives, duties and activities makes them manageable and achievable. Don’t overload your mind. Organisation will help avoid personal and professional chaos.

• Act professionally • Work according to plan • Ask yourself “What is important right here and now?” • Focus on your mission • Oversee with formalities and procedures in your

subordinates as long as you solve the mission Summary Constantly monitor yourself and each other - watch and listen! Remember - on detecting stress, act immediately to maintain activities. Feeling stressed is not a weakness; it is a very natural human reaction. Notes: …………………………………………………………………………… …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Module 2

Practical Elements of Major Emergency Management

Overview

As a minimum, each delegate must role-play the Emergency Manager (EM) in at least two of the emergency scenario simulations.

Evaluation of delegates will be by continuous observation of their performance during their tenure(s) as EM, each based around a major incident chosen from the following:

Type A - a major emergency that is readily controllable if managed appropriately.

Type B - a major emergency which could escalate if not controlled.

Type C - a major emergency that the EM is unable to control leading to a full evacuation of the facility.

Learning Outcomes Element 2.1 Assessing the Situation Element 2.2 Taking Effective Action Element 2.3 Maintaining Communications Element 2.4 Delegating Authority Element 2.5 Managing Self and Team

Delegates will be appraised against the learning outcomes using direct observation and questioning, as appropriate.

Notes: …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Time out Purpose:

• To maintain a common understanding amongst the management team

Benefits:

• Confirmation of understanding • Opportunity to clarify or change plan • Release personnel to use initiative effectively • Allow OIM to direct & focus team efforts • Allow OIM to project authority over the team

Time Out Protocol:

• Duration 2 minutes • Call 60 seconds prior to time out

(preparation, check your boards) • Get all the team’s attention • State the situation • State your plan/response • Delegate tasks/jobs to individual team

members • Field questions • Close time out

Public Address:

• Attention all personnel this is the EM/OIM • Positively state the incident and location of

incident in overview • Reassure the personnel at muster • Conclude by asking the personnel to remain

at muster • THINK BEFORE YOU SPEAK

Notes: …………………………………………………………………………… ……………………………………………………………………………

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Call to Onshore:

• Speak person to person with the duty manager

• State the situation in overview with accuracy

• State head count and condition of plant/process

• State your overview plan and actions to stabilize the situation

• Request what support you require e.g. MEDIVAC

Structured Communication Cycle

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• Example of a blank Time Out

TIME OUT STRUCTURE Call “TIME OUT’ Ensure Full Attention

1st 2nd 3rd 4th 5th 6th State Present Situation

State Potential

State Plan

Delegate Tasks

• Deputy • Key Events

• Radio Operator

• Muster

• CRO

Any Questions End Time Out

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Guidelines in an Emergency

• An emergency never starts where or when you expect it to start, nor does it develop in the manner you have planned

• There is only one kind of management during an emergency

– the proactive, assertive & authoritarian management style

• It is too late to start discussing emergency planning when the emergency has happened

• Regardless of how well planned and trained the crisis and

emergency plans are, improvisation may still be required

• Be precise and explicit, always and to everyone

• Keep records as things take place. Timewise the duration of the emergency is only 1% of the aftermath

• Think positively, communicate openly and be honest

• Keep a total overview at all times

• Be on the offensive all of the time. Never, at any time, let

passivity and hopelessness get the upper hand

• An emergency seldom comes alone. Be ready and prepared to tackle several emergencies at the same time

• Seek information. Do not expect others to keep you informed

• Not making immediate decisions during an emergency is, in

itself, a disaster

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Guidelines in an Emergency (Cont.)

• Never at any time supress your intuition. An impulsive response is preferable to well organized paralysis

• Be on the look out for irrational actions and response patterns from key personnel. Know your colleagues. Do not hesitate to re-allocate your staff

• Give praise and criticism but with compassion. Be heard.

Everyone expects firm leadership

• Have confidence in your teammates. You can’t manage the disaster on your own

• Carry out a progressive allocation of priorities. The cosmetics

can wait but must not be forgotten

• Think about what you are saying so that you do not say what you are thinking

• Delegate progressively. As a manager you are paid to lead,

think and plan, not to do

• Believe in yourself. Behave calmly. Inspire confidence, trust and credibility

• Problems must be solved as they arise during an emergency

• It is vital that the leader is visible all the time

• Try to be ahead of the emergency, always think of possible

ways that the emergency can spread Notes: …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

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Emergency Checklist – Example DETAILS OF INCIDENT Precise Known Information Type of Incident and Location (a) Fire (b) Gas Release (c) Explosion (d) Casualties Initiate Emergency Alarm/PA Announcement/Call Outs

Assess Weather Conditions (a) Fire (b) Gas Release Status of Safety Systems Fire and Gas Areas Affected All Fire and Gas Inhibits Removed Fire Pumps Started Operational Status Process Depressurized Any Other Known Hazards in Area of Incident Power Available: Main or Emergency Level of Shutdown Confirm Deluge/Monitors/Extinguisher has Activated

Liquid Pipeline Valves Closed Liquid Pipeline Depressurized Gas Pipeline Valves Closed Gas Pipeline Depressurized

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The ‘Good Communications’ Checklist C Check the environment – eliminate distractions O Observe - to ensure the right attitudes and emotions M Make sense and make use of the right sense M Meanings are in people – make your communication meaningful U Understand the language – if you don’t, who will? N Non verbal communication is a force – ignore it at your peril I Involve accurate description – minimise opinions if irrelevant C Check the communication – seek feedback A Awareness of the receiver’s difficulties will help you T Two-way communication is preferred to one-way communication I Is there a hidden meaning? O Ongoing listening is the key to effective receiving N Necessary transmissions only! S Sound clear, confident and concise

Communications Star

CONTENT

SENDER RECEIVER

METHOD ENVIRONMENT

AIM

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One Way Communication

Two Way Communication

Notes: …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

SENDER

MESSAGE

RECEIVER

MESSAGE

SENDER MESSAGE

RECEIVER

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Barriers to Communication Barriers will exist in any attempted communication. The real skill in communication is the elimination or minimising of those barriers. Two-way communication may be perceived as an effective tool in removing barriers but, in fact, it causes many more barriers to be erected. A racially prejudiced person may accept a PA announcement but face to face with his prejudice he may immediately disregard any message passed to him. Common Barriers Include: CONCEPTUALISING – The way in which the sender views the content of a message will colour the way in which it is encoded. A highly emotive content, from the sender’s point of view, is not necessarily best transmitted emotively. SYNTAX – The words the sender chooses to use are often not the best words for the receiver to understand. If the level of language is inappropriate, or incomprehensible to the receiver, then the message will suffer distortion. LANGUAGE – The language used must be common to both sender and receiver, and must reflect the fluency of the receiver in that language. VOICE – The speed, tone, dialect and level of the sender’s voice can all compromise the accuracy of the message. NOISE – Noise, electrical, electronic interference, distractions, and competing messages will all degrade the level of information passed correctly. EXPECTATION – We all hear what we want to hear – be aware. PRECONCEPTION – If the receiver has preconceived ideas about the content of the message, particularly strong agreement or disagreement, then this will colour the received message. COMPREHENSION – The receiver must understand the message. Obviously there are many more barriers than those listed above. You have probably encountered some of them in your personal experiences.

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Barriers in the Communication Process Internal Barriers:

• Language differences • Culture • Motivation • Expectations • Past experiences • Prejudices • Status • Emotions/moods

External Barriers: • Noise • Low voice • Deafness • Electrical interference

Listening Tips Listening is the most frequently used but least understood communication skill. Good listeners are rare. This is much to do with the fact that listening is difficult. Listed below are some tips for helping you to improve your listening skills.

• Recognise that listening is hard work, resist distractions • Try to control your emotions • Think along with the speaker, listen for key ideas • Give reinforcement to the speaker • Avoid interrupting the speaker • Let the speaker pause • Avoid judging the speaker • Respond to the speaker, i.e. paraphrase and restate • Be conscious of ‘gap searching’

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Effective Communication Techniques

Non-verbal Communication: Remember how powerful the non-verbal aspects of the message you communicate are, i.e. tone of voice, speed of speaking, etc. Take a moment to think before you speak on the PA or radio to ensure your voice is calm, clear and delivered at an appropriate speed.

Paraphrasing: This method involves stating, in your own words, your interpretation of the speaker’s message. It is an important technique in any two-way communication as it helps ensure understanding between the speaker and the listener.

Restatement: This method involves repeating parts of the speaker’s message. This will encourage the speaker to continue talking. It also helps the listener concentrate on the message they are receiving

Open-ended Questions: These are questions, which cannot be answered with a simple ‘yes’ or ‘no’. They usually begin with words such as who, what, when and how. In each, they look for facts or more information. They lead to longer, but normally more complete answers.

Closed Questions: These are questions that can be answered with a ‘yes’ or ‘no’ or with a single phrase and yield only one bit of information. They can be useful when you require one piece of information quickly. Notes: …………………………………………………………………………… …………………………………………………………………………… ……………………………………………………………………………

Major Emergency Management Initial Response - Handout - Middle East

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