The Challenge of Feedback in ECCs

Emergency Communications Centers (ECCs) face some of the most unique challenges in producing and managing effective telecommunicator feedback due to the high-stress, shift-based, and emotionally demanding nature of the work. Traditional feedback methods often suffer from human biases, significantly impacting the quality and effectiveness of performance evaluations.

Feedback Gaps in ECCs: What the Data Tells Us

In a February 2025 survey of 155 9-1-1 telecommunicators, over half (54%) said they receive feedback only when they’ve done something wrong; a negativity bias. Just 16% reported receiving ongoing feedback throughout their shifts, and only 15% get feedback tied to regular QA reviews. These findings highlight a major opportunity for ECCs to rethink how and when they provide performance insights.

Types of Bias Affecting ECC Feedback

• Recency Bias: Supervisors often evaluate telecommunicators based primarily on recent incidents, overlooking overall performance trends.
• Confirmation Bias: Supervisors or Trainers may unconsciously look for mistakes if they believe an telecommunicator or trainee struggles with certain skills, rather than objectively evaluating performance.
• Proximity Bias: Employees who interact more frequently with admin (day shift) may receive more consistent coaching, while others may be unintentionally overlooked.
• Negativity Bias: ECCs commonly reinforce a culture where telecommunicators receive feedback predominantly when errors occur, reinforcing a negative atmosphere and discouraging continuous improvement.

An example frequently encountered in ECCs is when dispatchers are explicitly told or implicitly conditioned that feedback is exclusively provided for corrective action. This approach contributes significantly to job dissatisfaction, reduced morale, increased burnout, and high turnover rates.

Proven Feedback Models

Situation-Behavior-Impact (SBI) Model

• Situation: Clearly articulate the specific context or event.
• Behavior: Precisely identify the actions or behaviors observed.
• Impact: Clearly explain how the behavior directly affects operations, outcomes, and team dynamics.

Pendleton's Balanced Feedback Model

• Reflect from the receiver’s perspective.
• Highlight strengths alongside opportunities for improvement.
• Collaboratively identify growth areas.
• Agree on actionable next steps.

DESC Model for Assertive Communication

• Describe: Clearly outline the specific event.
• Express: Share observations or concerns clearly and respectfully.
• Specify: Propose clear, actionable changes.
• Consequences: Describe positive outcomes from implementing suggested changes.

Why Implement Constructive Insights in ECCs?

1. Improved Performance: Addresses biases and links behaviors explicitly to ECC operational standards, enhancing coaching clarity and effectiveness.
2. Professional Development: Offers structured guidance that helps telecommunicators clearly understand and act upon areas for growth and strength.
3. Positive Organizational Culture: Promotes an atmosphere of continual learning and collaborative improvement, counteracting negativity.
4. Enhanced Resilience: Reduces burnout and job dissatisfaction by fostering supportive, actionable, and motivational communication.

ECC-Specific Example Using SBI Model

• Situation: During a chaotic incident involving a large multi-person fight with numerous callers providing conflicting and frantic reports.
  
  
• Behavior: The telecommunicator maintained exceptional composure, swiftly gathered and clarified critical information from each caller, accurately prioritized responses, and disseminated details clearly with responding units.
  
  
• Impact: This composed and precise handling significantly reduced confusion, accelerated the arrival of appropriate units, and enhanced overall scene safety, clearly demonstrating professional excellence and reliability under extreme pressure.

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Recommended Rollout Strategy Using CommsCoach

Phase 1: Preparation and Training

• Orientation Session: Clearly outline feedback bias issues in ECCs and introduce staff to constructive feedback models.
• Interactive Workshops: Utilize CommsCoach to look at real evaluations and summaries, demonstrating the SBI, Pendleton, and DESC models in action.

Phase 2: Pilot Implementation

• Initial Feedback Trials: Leverage CommsCoach AI-driven call and radio analysis to objectively select incidents for structured feedback.
• Supervisor Coaching: Train supervisors to deliver unbiased constructive feedback, supported by AI-generated insights provided by CommsCoach.

Phase 3: Full-Scale Adoption

• Routine Integration: Regularly use the CommsCoach platform in daily ECC operations, ensuring consistent application of structured, unbiased feedback.
• Feedback Cadence: Establish regular feedback cycles (weekly, bi-weekly) for continual improvement and track who is and who is not providing feedback to their teams consistently.

Phase 4: Evaluation and Continuous Improvement

• Ongoing Monitoring: Use CommsCoach analytics to regularly assess feedback effectiveness, addressing bias and improving practices as needed.
• Staff Engagement: Regularly solicit input from telecommunicators and supervisors, adapting feedback strategies to meet evolving ECC needs and enhancing job satisfaction and retention.

By embracing these strategies with the robust capabilities of CommsCoach, ECCs can significantly mitigate bias in feedback and insights delivery, foster a supportive and positive work environment, and enhance performance, retention, and overall staff well-being.

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