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A Guide to Effective Incident Investigation
 

A Guide to Effective Incident Investigation

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Organizations are often challenged to identify and resolve workplace problems. The Critical Incident technique gives them a starting point and a process for advancing organizational development ...

Organizations are often challenged to identify and resolve workplace problems. The Critical Incident technique gives them a starting point and a process for advancing organizational development through learning experiences. It helps them study "what people do" in various situations.

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    A Guide to Effective Incident Investigation A Guide to Effective Incident Investigation Presentation Transcript

    • The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology. A Guide to Effective Incident Investigation Olivier Serrat 2013
    • Tales of the Unexpected • One might think there are no answers to the following questions: • How fast can you think on your feet? • How do you react in the face of the unexpected? How can you prepare if you cannot predict? • And yet, there are: evidently, some behaviors contribute to the success or failure of individuals—and organizations—in specific situations. If history repeats itself, and the unexpected always happens, how incapable must Man be of learning from experience. —George Bernard Shaw
    • Tales of the Unexpected • Critical incidents can be harvested to provide a rich, personal perspective of life that facilitates understanding of the issues and obstacles people face every now and then. • Critical incidents illuminate avenues for improvement (or replication if outcomes are effective)—avenues that may not be apparent through purely quantitative methods of data collection. Responses to the unforeseen lie in identifying before the fact events or circumstances, or series of them, that are outside the range of ordinary human experiences.
    • Of Critical Incidents • A critical incident need not be spectacular: it suffices that it should hold significance. As such, at the individual level, it can be events or circumstances that made one stop and think, perhaps revisit one's assumptions, or impacted one's personal and professional learning. At the collective level, it can be a systemic problem from organizational maladaptation, or an issue arising from differences among stakeholders. • In short, an incident may be defined as critical when the action(s) taken contributed to an effective or an ineffective outcome. At heart, all incidents pertain to matters such as culture, knowledge, competence, relationships, beliefs, emotions, communication, or treatment.
    • The Critical Incident Technique • John Flanagan described the Critical Incident technique he pioneered as "a set of procedures for collecting direct observations of human behavior in such a way as to facilitate their potential usefulness in solving practical problems and developing broad psychological principles." • The Critical Incident technique seeks, largely through qualitative processes of exploration and investigation, to identify actions associated with effective or acceptable performance in defined situations. • The analysis of a critical incident describes the setting in which an incident occurred, the behavior (including the attitudes, emotions, skills, knowledge, and resources) of the people involved, and the outcome or result of the behavior.
    • The Critical Incident Technique • To kick off a Critical Incident technique intervention, it is essential to agree on whether the issue meets established critical incident criteria and then prepare a clear, concise statement of the purpose of the intervention. • If the issue meets the criteria can the agency secure stakeholder support and capacities for an intervention? • Next, one must understand what core questions need to be addressed, especially as this helps prioritize the intervention and its expected impact against other priorities.
    • The Critical Incident Technique • Specifically, the Critical Incident technique asks • What were the events or circumstances that led to the critical incident? • What were the behaviors of the agents that made these (events or circumstances) a critical incident? • What were the outcomes of the critical incident? • What are the possible future outcomes if behaviors remain unchanged? What are the possible future outcomes if behaviors change based on lessons learned?
    • The Critical Incident Technique, Cont. Does the issue meet the critical incident criteria? Is it a critical incident? Can you secure stakeholder support and capacities for an intervention? Decide on another technique to address the issue. Decide on another technique to address the issue. Identify the core questions to be answered. NO NO YES YES
    • The Critical Incident Technique Hold the intervention, collect the data needed, and analyze and interpret it. Design a strategy and plan to solve the problem with inputs from relevant parties. Present the final strategy and plan to the relevant parties for agreement. Agree with the relevant parties on the review process and timeframe whereby progress will be evaluated. Make necessary changes based on the lessons learned. Evaluate the intervention with inputs from the relevant parties. Implement, monitor, report on, and adjust the intervention strategy and plan. Decide on the investigative method and population for the intervention. Continued from above Source: Adapted from Paul Davis. 2006. Critical Incident Technique: A Learning Intervention for Organizational Problem Solving. Development and Learning in Organizations. Vol. 20, No. 2, pp. 13–16.
    • Pros and Cons of the Critical Incident Technique • Some advantages of the Critical Incident technique are that • It helps identify and analyze rare events or circumstances that might not be picked up by methods of investigation dealing with everyday episodes. Its focus on critical issues can bring major benefits. • It maximizes the positive and minimizes the negative attributes of anecdotes, turning complex experiences into rich data and information. • It provides dramatic demonstrations of the impact of behavior, whose cause and severity may not have been known.
    • Pros and Cons of the Critical Incident Technique • Other advantages are that • Critical incidents help gauge abstract constructs such as motivation through their demonstration in reported behavior. • Critical incidents provide in-depth information at a much lower cost and with much greater ease than observation. • Some limitations of the Critical Incident technique are that • Critical incidents cast a personal perspective on organizational issues. (Reports of behavior are filtered through the lens of individual perceptions, memory, honesty, and bias.) Therefore, the Critical Incident technique may need to be combined with other methods of data collection, analysis, and interpretation.
    • Pros and Cons of the Critical Incident Technique • Other limitations of the Critical Incident technique are that • It cannot be assumed that people can and will provide incidents that are critical to success in their particular jobs—hence the need to select critical incidents carefully— nor that qualitative analysis alone is enough to clearly identify the aptitudes, proficiencies, and temperaments underlying success or failure. • Some applications of the Critical Incident technique take time: investigation of data and information can be laborious. • It may not be easy to convince people to share critical incidents if the investigative approach requires them to write their own stories.
    • • ADB. 2008. Conducting After-Action Reviews and Retrospects. Manila. Available: www.adb.org/publications/conducting-after- action-reviews • ADB. 2008. Storytelling. Manila. Available: www.adb.org/publications/storytelling • ADB. 2008. Action Learning. Manila. Available: www.adb.org/publications/action-learning • ADB. 2009. The Five Whys Technique. Manila. Available: www.adb.org/publications/the-five-whys-technique • ADB. 2010. The Critical Incident Technique. Manila. Available: www.adb.org/publications/critical-incident-technique Further Reading
    • Videos • ADB. 2012. The Critical Incident Technique. Manila. Available: vimeo.com/67185516 • ADB. 2012. The Five Whys Technique. Manila. Available: vimeo.com/67185517 • ADB. 2012. The Reframing Matrix. Manila. Available: vimeo.com/67186254
    • Olivier Serrat Principal Knowledge Management Specialist Regional and Sustainable Development Department Asian Development Bank knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge