This tool helps emergency and incident management teams enhance non-technical skills (such as communication or leadership skills) to develop more effective teamwork capabilities.
There are seven core non-technical skill categories, divided into elements and behavioural markers.
To help ensure that both positive (helpful) and negative (unhelpful) behaviours are considered, there are negative behavioural markers included in the checklist – these are marked in italics.
The EMNoTS can be used in several ways:
as a simple checklist, to quickly capture which non-technical skills are in play for a team
to facilitate an after-action review at the end of a shift or training exercise
to collect more detailed data to ascertain how well non-technical skills are being used, by clicking on OBSERVED and selecting on of the three options.
Using the EMNoTS ratings:
Not applicable: this behaviour is not relevant to the task or situation being observed.
Not observed: this behaviour is relevant to the task or situation, but is not observed.
Observed: this behaviour is relevant to the task or situation and is observed. If selected, a prompt will appear to determine the extent to which this behaviour is observed.
Communication
Effective communication
Information is passed on accurately
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members ensure that information has been received and understood by others
Not applicableNot observedObserved
SometimesMostlyConsistently
Inappropriate communication procedures are used
Not applicableNot observedObserved
SometimesMostlyConsistently
Proactive communication
Situation updates are provided
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members are not providing constructive comments to one another
Not applicableNot observedObserved
SometimesMostlyConsistently
Coordination
Clear roles, responsibilities and expectations
Actions are always carried out as expected
Not applicableNot observedObserved
SometimesMostlyConsistently
There is a clear and common purpose
Not applicableNot observedObserved
SometimesMostlyConsistently
Everyone has a common understanding relating to the operation
Not applicableNot observedObserved
SometimesMostlyConsistently
The roles and responsibilities of team members are unclear
Not applicableNot observedObserved
SometimesMostlyConsistently
Adjusting to demands
Everyone is adjusting to meet the demands of the situation
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members are not correcting any mistakes made by others
Not applicableNot observedObserved
SometimesMostlyConsistently
Cooperation
Contributes to a positive team environment
Everyone shows willingness to work as a team
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members are open and approachable
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members do not exhibit confidence and trust in each other
Not applicableNot observedObserved
SometimesMostlyConsistently
Alignment of efforts and management of conflict
Everyone is following team objectives without opting for independence
Not applicableNot observedObserved
SometimesMostlyConsistently
Differences of opinion are resolved effectively
Not applicableNot observedObserved
SometimesMostlyConsistently
Individuals are creating unnecessary conflict
Not applicableNot observedObserved
SometimesMostlyConsistently
Leadership
Creates a suitable team environment
Good behaviour is consistently modelled
Not applicableNot observedObserved
SometimesMostlyConsistently
Inclusive behaviours are modelled that enables others to speak up and offer suggestions and constructive comment
Not applicableNot observedObserved
SometimesMostlyConsistently
Others are not treated with respect
Not applicableNot observedObserved
SometimesMostlyConsistently
Provides focus, direction and coordination
There is a focus on the important tasks at hand
Not applicableNot observedObserved
SometimesMostlyConsistently
Appropriate direction and guidance are provided
Not applicableNot observedObserved
SometimesMostlyConsistently
Activities are not well-coordinated within the team
Not applicableNot observedObserved
SometimesMostlyConsistently
Situation awareness
Gathering and analysing information
Team members ask others about the situation to improve their situational awareness
Not applicableNot observedObserved
SometimesMostlyConsistently
Patterns and trends are identified in a timely manner
Not applicableNot observedObserved
SometimesMostlyConsistently
The consequences of the options available are not identified
Not applicableNot observedObserved
SometimesMostlyConsistently
Identifies contingencies, problems and expectations
Contingencies are discussed and potential future problems identified
Not applicableNot observedObserved
SometimesMostlyConsistently
Expectations are not articulated (for example, goals and potential event evolution)
Not applicableNot observedObserved
SometimesMostlyConsistently
Sharing information and insights
Views are shared of the current situation with others
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members do not effectively participate in team briefings to build and share situational awareness
Not applicableNot observedObserved
SometimesMostlyConsistently
Decision-making
Sound, timely decisions
Decisions are being appropriately prioritised
Not applicableNot observedObserved
SometimesMostlyConsistently
Decisions are not being made on a timely basis
Not applicableNot observedObserved
SometimesMostlyConsistently
Appropriate decision-making approach
Appropriate decision-making approaches are applied to the situation at hand (for example, speed vs. thoroughness)
Not applicableNot observedObserved
SometimesMostlyConsistently
Plans are not readily adjusted as the situation changes
Not applicableNot observedObserved
SometimesMostlyConsistently
Engaging others in decision-making
Others’ ideas and inputs are incorporated into decisions when practicable
Not applicableNot observedObserved
SometimesMostlyConsistently
There is flexible matching of communication style to the audience
Not applicableNot observedObserved
SometimesMostlyConsistently
Decisions (and intent) are not clearly communicated
Not applicableNot observedObserved
SometimesMostlyConsistently
Coping, stress and fatigue management
Manages pressure
A suitable level of focus is maintained when under pressure
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members remain flexible when faced with sub-optimal or novel conditions
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members do not remain composed when under pressure
Not applicableNot observedObserved
SometimesMostlyConsistently
Employs effective coping strategies
The effects of fatigue on oneself and others are recognised and appropriate actions taken to manage this
Not applicableNot observedObserved
SometimesMostlyConsistently
Coping strategies are used to manage under sub-optimal conditions (for example, taking notes, prioritising tasks, delegating)
Not applicableNot observedObserved
SometimesMostlyConsistently
Team members do not request (and offer) assistance from (and to) others, when necessary