Identifying and training non-technical skills of nuclear emergency response teams

Margaret Crichton, Rhona Flin

Research output: Contribution to journalArticlepeer-review

57 Citations (Scopus)


Training of the non-technical (social and cognitive) skills that are crucial to safe and effective management by teams in emergency situations is an issue that is receiving increasing emphasis in many organisations, particularly in the nuclear power industry. As teams play a major role in emergency response organisations (ERO), effective functioning and interactions within, between and across teams is crucial, particularly as the management of an emergency situation often requires that teams are extended by members from various other sections and strategic groups throughout the company, as well as members of external agencies. A series of interviews was recently conducted with members of a UK nuclear emergency response organisation to identify the non-technical skills required by team members that would be required for managing an emergency. Critical skills have been identified as decision making and situation assessment, as well as communication, teamwork, and stress management. A number of training strategies are discussed which can be tailored to the roles and responsibilities of the teammembers and the team leader, based on the roles within the team being defined as either Decision Maker, Evaluator, or Implementor, according to Nuclear Energy Institute (NEI) classifications. It is anticipated that enhanced learning of the necessary non-technical skills, through experience and directed practice, will improve the skills of members of emergency response teams. (C) 2004 Elsevier Ltd. All rights reserved.

Original languageEnglish
Pages (from-to)1317-1330
Number of pages14
JournalAnnals of Nuclear Energy
Issue number12
Early online date6 May 2004
Publication statusPublished - Aug 2004


  • management
  • knowledge


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