TABLE 1.
Reported Demands of CMT Work during the Pandemic
| Category | Description | Number of mentions |
|---|---|---|
| Characteristics of the situation | ||
| Long duration and uncertainty | The duration of the mission is very long and the further development is unclear. This causes uncertainty. | 23 (18.7%) |
| High dynamic | High frequency of measures and new orders, so that the situation quickly becomes confusing. A large amount of information has to be processed. | 20 (16.3%) |
| Pandemic‐caused complications | Particularities of the pandemic situation (virtual work, contact restrictions, shortage of materials, etc.) make staff work more difficult. | 11 (8.9%) |
| Problems inside the CMT | ||
| Lack of proficiency | CMT members work unprofessionally, e.g., due to a lack of training or a lack of understanding of roles. | 12 (9.8%) |
| Unclear goals | There is no clear direction for the CMT work. | 4 (3.3%) |
| Interaction with stakeholders | ||
| Counterproductive behavior of superior authorities | The inefficient working methods of higher‐level authorities, combined with changing legal requirements and carrying out political issues, place a burden on CMT work. | 16 (13.0%) |
| Lack of understanding among stakeholders | Lack of understanding of CMT work among stakeholders. This often goes hand in hand with a lack of acceptance for the principles of CMT work. | 12 (9.8%) |
| Communication of the measures to the concerned persons fails | Regulations do not reach the concerned persons or are not understood. Often the necessity of measures or the seriousness of the situation is not recognized. | 11 (8.9%) |
| Partial knowledge and overreactions | Staff members have to deal with stakeholders’ unfounded assessments of the situation and resulting disproportionate actions. | 7 (5.7%) |
| Personal demands | ||
| Constant workload | Over a longer period of time, the daily expenditure of time is high and sometimes exceeds the usual working hours. | 24 (19.5%) |
| Double burden | There are double burdens, since other important tasks (daily business) have to be postponed or continued in addition to the staff work. | 14 (11.4%) |
| Fears and overload | The situation causes more or less concrete fears and leads to overstraining. | 11 (8.9%) |
| Perceived pressure of expectation | Public expectations and the pressure of responsibility are high. | 5 (4.1%) |
T^he results are based on the answers of a total of 123 participants to the question what the CMT members experienced as particular demands. The percentages reflect the share of answers that contained a respective mention. Cohen's κ = .70.