Your team is exhausted during an emergency response. How can you resolve conflicts stemming from fatigue?

Responder well-being is an integrated role in our incident management planning, so we attempt to prevent exhaustion and burnout through managing staff availability at all times and assessing staff activity during a response. Communicating response priorities and clarifying which “normal” priorities can be paused is important for staff predictability and awareness. We also publish staffing schedules that rotate staff on and off the IMT so they can recuperate. Expectation management and asking staff about any personal needs goes a long way when they do become exhausted, as well as aligning new/inexperienced staff with experienced staff. We conduct training to minimize uncertainty and anxiety during a response, which also helps.

The culture of working in mining, oil and gas requires morning toolbox meetings to see directly employees and remind our team in the morning about the importance of work safety, we monitor their rest time before work and remind them of safe work methods. Taking a short break of around 3 hours after work to drink hot coffee or tea is very important to relax the body and reduce tension during work. The company is obliged to provide the facilities and employees needed

To resolve conflicts stemming from fatigue during an emergency response, prioritize open communication and active listening to understand the root causes of disagreements. Implement regular breaks and provide support resources to help manage stress. Reassess task allocations to balance the workload and prevent burnout. Facilitate team-building activities to strengthen cohesion and maintain morale, ensuring that conflicts are addressed constructively and collaboratively.

As a team leader needs assessment will be my first priority to resolve any kind of problem. Next is open discussion with team members and then will treat individually . So that the flow of work wouldn't be effected. During any kind of emergency always theres less time to take rest .

A. Deeper Assessment * Individual Check-ins. * Workload Analysis. * Skill Gap Assessment. * Identify any skill, Provide opportunities for training or skill development. * Communication Assessment. * Evaluate the effectiveness of communication channels and processes within the team. * Support Systems Assessment. B. Tailored Interventions * Based on the assessment, consider implementing the following interventions: * Flexible Scheduling. * Cross-Training. * Skill Enhancement. * Mental Health Support. * Peer Support. * Workload Management. * Rest and Recovery. C. Monitoring and Evaluation * Regular Check-ins. * Performance Evaluation. * Feedback Mechanisms.

Being able to communicate to your superiors, that the next job you are to preform, (i.e. the next call) will be dangerous and unsafe for everyone involved, due to a fatigue level, is non-existent in the current EMS culture. Approaching a supervisor to say that you cannot ride that next call, is met with harsh and stern distain, and more times than not, corrective action. So, WE, as the job performers, are afraid to speak up. Even when our own lives (not to mention the lives of our partner/friend and quite possibly a patient) are at stake. We resign to "Just ride the call and hope for the best". WHY? Why is it not possible to ask for an hour nap to help make an employee 'FIT' for duty. Shouldn't every employer strive for excellence? JS

Communication in any situation is vital however during an emergency situation it’s of the utmost importance. By communicating effectively with your team you can see the signs of fatigue and the issues that come with fatigue before they fully set in and as a leader you can manipulate schedules, workloads and processes in the field to make things more efficient for our members.

Rotating roles should be accompanied by effective communication and active dialogue to ensure that teams do not become confused, conflicted, or even opposed to the actions and decisions of the previous team in the new role. This way, the opportunity for individuals to rest in their roles does not turn into a threat.

Encourage Time Off If possible, give them a day or two off to recover. Emphasize the importance of rest and reassure them that the work can wait. Set Boundaries Provide Mental Health Support Flexible Work Arrangements Promote Relaxation Express gratitude Create a Restful Environment If they are still on duty, create a comfortable and quiet space where they can rest and recharge, even if just for short breaks. Team Check-ins Regularly check in on their well-being and remind them of the importance of self-care during this recovery period. Showing that you care about their well-being will help them feel supported and more likely to take the rest they need.

Be a leader, recognise stress that will be different for anyone in your team. Encourage support and give relief as even those who seem strong appreciate relief. Follow up each to make sure ok