Published works

This document forms Part four in a series of reports on decision making, team monitoring and organisational performance. It should be read in conjunction with:

• Decision making, team monitoring and organisational performance part one: executive summary
• Decision making, team monitoring and organisational performance part two: decision making research stream.
• Decision making, team monitoring and organisational performance part three: team performance monitoring research stream

All parts can be located at www.bnhcrc.com.au, under the Practical decision tools for improved decision-making in complex, time constrained and multi-team environments project page.

The purpose of this stream of the research is to investigate the question: how do organisations systematically review and evaluate their past performance and how do monitor any changes based on any insights that have been learned?

Part of the challenge is that, there is no one size fits all when it comes to evaluating organisational performance in emergency management (Boin and’t Hart, 2010). Moreover while it is well established that learning lessons from disasters and crises is becoming increasingly important (Borell & Eriksson, 2008; Brower, Jeong, & Dilling, 2009), recording, storing and sharing lessons identified, does not necessarily infer that anything has in fact or will subsequently be learned (Rostis, 2007; Deverell, E. & Hansén, 2009). Typically performance is judged post-hoc and through public inquiry or in the media which does not necessarily have the intention of improving the effectiveness of emergency management systems (Elliott & McGuinness 2002; Owen, Bosomworth & Curnin, 2014).