What makes a great public safety diving/search and rescue team?

What Makes a Great Public Safety Diving/Search and Rescue Team?

Article by Mark Powell

Photos by Proditech

This is a question I have considered for many years. I’ve thought about it in the context of business, deep exploration diving teams, and search and rescue operations, both professional and volunteer. Over time, I’ve studied various theories about team formation and even taught courses on teamwork and leadership to large companies and business school students.

My conclusion from all this experience is that there are many variables, and no one foolproof method for building a high-performing team.

The Search for the Perfect Team Structure

Many organizations, researchers, and leaders have attempted to answer this same question. Some have focused on the team-building process, others on team composition, and still others on leadership skills. While each perspective has contributed something to our understanding, for every example where “component X” is identified as key to a good team, we can find a counterexample where “component X” is present, but the team still underperforms.

Large technology companies like Microsoft, Facebook, and Google have taken a keen interest in this topic. In 2012, Google launched Project Aristotle to study hundreds of their teams and determine why some struggled while others excelled.

Google’s Project Aristotle

Google began by reviewing academic theories on team formation: Were the best teams made up of people with similar interests? Did motivation by similar rewards matter more? The researchers scrutinized various team compositions within Google: How often did teammates socialize outside of work? Did they have the same hobbies or similar educational backgrounds? Was it better for teammates to all be outgoing or for some to be more reserved?

The research team studied 250 different attributes across 180 teams, but no consistent pattern emerged. Some of the most successful teams were composed of close friends, while others thrived with members who barely interacted outside of work. Some teams were hierarchical, while others operated democratically. Even teams with similar compositions showed vast differences in performance.

The Discovery of ‘Group Norms’

One aspect that did stand out: successful teams all had strong ‘group norms’—shared behaviors and expectations for how team members interacted. In these teams, everyone spoke in roughly equal proportions, and members showed an awareness of each other’s thoughts, feelings, and concerns. In contrast, members of less effective teams were less attuned to their colleagues.

In 1999, Harvard Business School professor Amy Edmondson coined the term Psychological Safety to describe this dynamic. It turned out to be the most accurate predictor of whether a team would succeed or fail.

Psychological Safety: The Key to Success

We’ve all been in meetings where we held back from asking questions or making suggestions because we feared looking foolish. It’s difficult to make your best contribution in an environment where criticism or rejection is a constant worry.

Now, imagine a different team—one where taking calculated risks is encouraged, where you’re free to ask questions without fear of judgment. A team where colleagues and managers support one another, creating a safe space where everyone can be themselves. This is psychological safety, and it’s no surprise that individuals thrive in such environments, leading to overall team success.

Teams with high levels of psychological safety see reduced turnover, make better use of diverse perspectives, and are ultimately much more successful.

Teams with this kind of safe environment have members who are less likely to quit, are better at making use of diverse perspectives, and ultimately, are much more successful.

Applying Psychological Safety to Public Safety Diving Teams

While psychological safety might make sense in a corporate office, how does it apply to Public Safety Dive teams? We work in real-world, high-pressure environments—not ideal office settings. However, it turns out these findings are not limited to office teams but also apply in real-world scenarios, such as flight crews, medical teams, and fire and rescue teams.

Four Practical Tools for Leaders

As a team leader or manager, you can foster psychological safety within your team by using these four practical tools:

Be Open and Approachable: Encourage team members to speak up and share ideas. Make it clear that it’s okay to voice concerns without fear of backlash. Create an atmosphere where everyone feels safe raising questions or concerns.
Show Your Human Side: Don’t hesitate to admit when you don’t have all the answers or when you’ve made a mistake. Being open about your own errors makes it easier for others to feel safe doing the same. This fosters an environment where being real and imperfect is the norm.
Create Opportunities to Learn from Mistakes: If team members are criticized for mistakes, they will learn to cover up errors or blame others. It might sound counterintuitive, but mistakes should be viewed as opportunities for growth and learning.
Check Your Biases: Be mindful of any biases you might hold and ensure that everyone gets a fair chance to contribute. Pay attention to who is being heard and who isn’t, and ensure everyone feels included and respected. Address any issues head-on if they arise.

The Benefits of Psychological Safety

Imagine how much time and resources could be saved if your team operated with greater psychological safety. What if every team member felt comfortable sharing ideas and contributing to discussions? Building the perfect team is challenging, especially if you’re managing a volunteer search and rescue or public safety diving team on a limited budget. However, creating a psychologically safe environment can significantly improve your chances of building a successful team.