The Critical Incident Technique (or CIT) was implemented in 1954 by Colonel John C. Flanagan, director of the Department of Aviation Psychology in the U.S. Air Force. The technique uses a series of processes to directly collect information on human behaviors of critical significance that meet defined criteria. After collecting the information, it is stored and tagged as an event and is subsequently used for problem-solving and developing psychological principles.
So, what is a Critical Incident? It's an event that significantly contributes, positive or negative, to understanding a phenomenon or activity. The information can be collected in various ways, with the most common being a participant describing an experience they went through and the feelings they experienced. The method identifies possible problems in systems or products with multiple participants and ensures that a mistake or problematic situation doesn't end with the same negative result. The technique allows for quickly diagnosing central problems that interfere with the smooth functioning of systems, helps in understanding the roles of different participants in the system, and better understanding the interactions with other partners.
The technique of identifying critical incidents is implemented in five stages:
Examining the event
Collecting findings from participants and identifying facts
Identifying the topics
Examining possible solutions to the event
Evaluating the most appropriate solution that will address the root of the problem
An example of using this technique is in the field of medical research - one aspect is understanding the patient's medical history and their response to medications and different treatment methods. Another aspect is the division of roles between different medical service providers (doctors, nurses, lecturers, researchers, etc.). The ability of medical service providers to lead the patient along their clinical narrative helps them to help the patient. The use of CIT in the medical world can be paralleled with identifying problems in organizational development. The technique can be used to interview and understand unusual events in the organization's life, which would be more challenging to understand through direct questions.
The main advantages of the method
Data is collected directly from participants, who are not limited to one framework, allowing them to present the situation as they see it.
Participants provide rich information, which is fertile ground for learning.
Focusing on specific situations, the method helps identify failures even in the most unusual and rare events that would not have been expressed in generic situation research.
The method identifies the junctions where the system is particularly vulnerable, which could cause the organization to be exposed to losses.
The method can be implemented through interviews or questionnaires, allowing control over the invested cost.
Disadvantages of the method
The method relies on events remembered by participants and their accurate and reliable reporting of the situation. Since it involves people's memories, reporting events may be inaccurate and sometimes not reported at all.
Bias towards recent events is an inherent problem in the method, as these are easier to remember.
Participants' willingness to share events that occurred is a necessary condition for the successful implementation of the method, and it's important that the sharing be detailed and reliable.
And in the world of knowledge management?
The method can be applied to preserving organizational knowledge, especially among populations nearing retirement age. You can send relevant employees a questionnaire (by email or printed copy) and ask them to answer and return it. When distributing the questions, it's recommended to emphasize the importance of answering the questionnaire. Explain that the employee holds valuable knowledge for the organization, and many employees can benefit from this knowledge. Emphasize that it's important for the organization to learn from the employees' accumulated experience and avoid mistakes made in the past. Note that you appreciate the time the employee will dedicate to answering the questionnaire and specify a deadline for its return.
After the questionnaires are returned, go through them and identify central themes that repeat themselves. It's important to address the issues that arise and adapt the solution to the need, whether through strengthening and training on topics where there is a gap or by activating an expert system to implement the required knowledge.
Example questions for identifying critical incidents:
What was the most complex situation you dealt with in your current job? Please describe the situation - when it occurred, what role holders were involved, and your action stages.
What happened because of the actions you took? In other words, what were the consequences of your actions?
If you were to face such a situation today, how would you handle it? Would you perform the same actions, or would you change your approach? If you would choose a different approach, please describe the actions you would take and why you would do them.
In conclusion, CIT is a tool for preserving organizational knowledge. Its numerous advantages and understanding of the method's challenges can yield significant organizational results.
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