Ihr Teammitglied weigert sich, Notfallprotokolle zu befolgen. Wie können Sie die Situation effektiv bewältigen?

Understanding resistance to change by the team members is challenging in emergency management. If you are focused on saving lives of everyone including all team members then developing smooth, quiet and empathetic relationships with your teammates will help you to overcome resistance with rewarding resolution.

An often-overlooked factor is trust. Building trust within the team is fundamental. When members trust that their concerns will be heard and validated, they're likelier to express reservations openly, fostering a collaborative environment. Trust requires consistent effort, empathetic communication, and understanding each perspective. Resistance may also stem from deeper personal experiences like childhood trauma, which can influence reactions to emergency protocols. Understanding this requires a nuanced, sensitive approach. By addressing these underlying issues, you better support members' well-being and ensure team safety.

I believe a team stays bonded when there is a level of cordial relationship between members.lack of cordial relationship which is the basis of trust turns to lead to conflict and disloyalty among members .Therefore building a sustainable relationship among team members will enhance effective communication on the need for emergency protocols towards achieving organizational goals.

Panic , underlining fear or personal issues with team members can quickly lead to chaos. Being capable to diffuse the emotional reactions requires experience and understanding what may be the cause. Communicating clearly on a personal level can sort out rational thoughts (like the individual’s having children who need them, elderly parents or even beloved pets), ranging to panic with irrational fears, or a truly life threatening situation.. take time to study , listen carefully, stay focused and calm.

Listening to the team member’s perspective is the fastest and easiest way to understand where resistance begins. Often people have habituated processes that seem like the most effective or efficient method because they are familiar. It is important to build trust and validate new ways of behaving through training, education, and repetition.

Understanding the “why” behind the “what” is crucial for maximum participation, performance, and effectiveness. We crave clarity and shared understanding when there is work to do in teams. It’s an innate behavior and crosses a majority of cultural and diverse boundaries. While serving for 26 years in the military the evolution of my understanding of the difference between “do it because it’s an order” and “do it because it makes sense” from private to lieutenant colonel was profound. Experience has demonstrated to me that ensuring the “why” is built-in to planning and the messaging has led to the best outcomes; regardless of domain.

There have been several fatalities due to poor emergency response plan, in both areas, domestic & industrial. We need to explain this to the unwilling team member and also give examples of sufferings of victim's family members. There have been minimum 1 accident in any corner of India, where employees, mainly contract employees die due to fire incidents. Also we have deaths due to suffocation while cleaning drainages below floor level. All these incidents prove that unless we are educated and trained on Emergency Resonse, we may be harmed or can die.

We have to keep it short and simple for everybody and not shakespearean language. We must understand that we are dealing not only to top and middle management levels but also general worker’s level.

Listening is important here. Is the resistance a factor that perhaps they don’t agree with something in the plan? Do they have any valid point you need to listen to? Opposite, is it just pure opposition via personality? If so, how did they make the team? Measure and analyze all aspects. Not just that they are resisting ? Is it valid, partly valid or completely invalid.

I've always been a "why" person. It's always been difficult for me when somebody says to do something and it doesn't automatically make sense to me. It's always helpful to be able to explain the "why" about things, especially if it's something that's new.

Remain in your role as a boss. Your role as a boss is to guide and direct your team. You’re not their parent nor a dictator, so the good news is that it is not your job to make them do anything. Your job is to provide direction and assistance and then to hold your employees accountable.

Consistency and responses, especially during emergency situations. It is so important because it relieves people of the "do as I say not as I do" protocol which for so many agencies seems to be how things work from the top down.

Explain the importance of mock drills and emergency awareness and preparedness to save lives in the event of an emergency. It is crucial your team understands the importance of emergency evacuation training as the few seconds that is gained due to frequent emergency evacuation training can be the deciding factor to save or lose lives

Emotional Intelligence helps understanding why there's a resistance to change. Creating awareness of the context in which we are working helps the team to understand why we set some procedures and what the procedures will bring in terms of benefits. Listen to the team's concerns will ease the development of the ownership of the protocols. Keep the door open for discussion, daily share with the team any info that can help the process of change, find those who are accepting to change in order to have a solid core team who will help you in the process.

Offer training that has been co-designed so that people who are resisting feel have contributed to the change. People will engage far more in training that they have been asked to co create and not just told to go there.

Maintaining dialogue is critical. Not only with emergency protocols but with your team members. First find out why they are resisting, then go from there. Is the training they received sufficient? Did the previous supervisor do things differently which in turn caused this resistance? Agencies should strive to have their employees trained sufficiently and that follow up training is provided. Otherwise, any company protocol will not be taken seriously.

Managing someone not adhering to emergency procedures is crucial. These policies exist for a reason - they ensure our safety in dire situations. So, if you spot someone going against the grain, you must guide them back on track respectfully and effectively. Start by calmly explaining why these protocols matter: emphasise the potential risks of ignorance and compliance benefits. It's also crucial to point out how non-compliance affects the entire team's safety and sign them up for training sessions if necessary. What is your end goal? I want everyone to be on the same page during emergencies because safety is a collective mission.

Give examples through picture/audio video presentation why emetgency procedures are needed and save lives destruction or loss

Show & tell could be another step that can be taken in very difficult to convince organizations. I remember how MMDA in the Philippines created a real house with both substandard and recommended hollow block sizes and simulated an earthquake to show the effect. That still “rings” clear in my mind which I can’t forget until this very day.

Also, I would clarify the consequences of not following protocols, both for patient outcomes and professional accountability. Providing specific examples of how adherence to protocols has positively impacted patient care can help illustrate their importance. If resistance persists, I would offer additional training or refresher courses on emergency protocols, ensuring they feel confident and competent in their execution. Incorporating team discussions or simulations can also reinforce the protocols' significance and foster a team-wide commitment to patient safety.