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Critical Incident Technique
The critical incident technique is a research process that invites respondents to identify events (incidents) they deem significant (critical) for a particular purpose, typically associated with job performance within an occupation. Researchers use data from participants’ accounts to form categories of behaviors that contribute to the success or failure of a given purpose.
History of the Method
John C. Flanagan is credited with developing the critical incident technique, originally in connection with studies of World War II aviators (part of the Aviation Psychology Program, out of which emerged the American Institute for Research). Flanagan and his colleagues were interested in why pilots-in-training fail their programs, how pilots respond when they become disoriented, and what leads to failed bombing missions. His research technique permitted him to gather multiple ...
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- Campbell, John P.: Ninth Recipient, SIOP Distinguished Scientific Contributions Award
- Dunnette, Marvin D.: Third Recipient, SIOP Distinguished Scientific Contributions Award
- Founders of Industrial and Organizational Psychology
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- Hackman, J. Richard: Tenth Recipient, SIOP Distinguished Scientific Contributions Award
- Hawthorne Studies/Hawthorne Effect
- History of Industrial and Organizational Psychology in Africa
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- Katzell, Raymond A.: Sixth Recipient, SIOP Distinguished Scientific Contributions Award
- Lawler, Edward E., III: Eighth Recipient, SIOP Distinguished Scientific Contributions Award
- Mayflower Group
- McCormick, Ernest J.: Eighth Recipient, SIOP Distinguished Scientific Contributions Award
- Owens, William A.: First Recipient, SIOP Distinguished Scientific Contributions Award
- Porter, Lyman W.: Seventh Recipient, SIOP Distinguished Scientific Contributions Award
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- Smith, Patricia C.: Second Recipient, SIOP Distinguished Scientific Contributions Award
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- Job Search
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- Occupational Information Network (O*NET)
- Organizational Attraction
- Person–Environment Fit
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- Placement and Classification
- Realistic Job Preview
- Recruitment
- Recruitment Sources
- Strategic Talent Management
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- Evaluation and Performance Management
- 360-Degree Feedback
- Assessment Center
- Assessment Center Methods
- Electronic Performance Monitoring
- Employee Performance Recognition
- Error Management Training
- Feedback
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- Performance Appraisal
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- Individual Differences
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- High-Potential Identification
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- Letters of Recommendation
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- Employment and Staffing
- Organizational Psychology
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- Organizational Retaliatory Behavior
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- Victimization
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- Employee Engagement and Attitudes
- Affective Events Theory
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- Emotions
- Engagement
- Flow
- Implicit Attitudes
- Job Involvement
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- Job Satisfaction Measurement
- Mood
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- Organizational Commitment
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- Illegitimate Tasks
- Job Demands–Control Theory
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- Micro Breaks
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- Psychological Resilience
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- Role Ambiguity
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- Stigma
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- Stress, Coping and Management
- Stress, Models and Theories
- Workaholism
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- Workplace Safety
- Groups, Teams and Interpersonal Interactions
- After Action Reviews
- Conflict at Work
- Conflict Management
- Diversity in the Workplace
- Employee Grievance Systems
- Employee Participation and Voice
- Faultlines
- Generational Issues in Working with Others
- Group Cohesiveness
- Group Decision-Making Quality and Performance
- Group Decision-Making Techniques
- Group Development
- Group Dynamics and Processes
- Groups
- Groupthink
- Guanxi
- Input–Process–Output Model of Team Effectiveness
- Intergroup Relations
- Interpersonal Communication
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- Justice in Teams
- Meetings at Work
- Negotiation, Mediation, and Arbitration
- Networking
- Nonverbal Communication
- Online Support
- Social Comparison Theory
- Social Exchange Theory
- Social Loafing
- Social Norms and Conformity
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- Status Characteristics Theory
- Team Building
- Team Mental Model
- Team-Based Rewards
- Teams, Creativity and Innovation
- Virtual Interactions
- Virtual Teams
- Workplace Romance
- Leadership and Management
- Behavioral Approach to Leadership
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- Followership
- Global Leadership and Organizational Behavioral Effectiveness Project
- Implicit Theory of Leadership
- Judgment and Decision-Making Process
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- Judgment and Decision-Making Process: Heuristics, Cognitive Biases, and Contextual Influences
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- Leadership and Gender
- Leadership and Neuroscience
- Leadership and Supervision
- Leadership Circumplex
- Least Preferred Coworker Theory
- Managing Talent in China
- Managing Talent in Global Organizations
- Normative Models of Decision Making and Leadership
- Prospect Theory
- Servant Leadership
- Shared Leadership
- Situational Approach to Leadership
- Situational Leadership Theory
- Theory X/Y
- Trait Approach to Leadership
- Transformational and Transactional Leadership
- Trust
- Volunteer Management
- Workplace Spirituality and Spiritual Leadership
- Motivation and Job Design
- Action Regulation Theory
- Action–State Orientation
- Approach–Avoidance Motivation and Regulatory Focus
- Control Theory
- Employee and Leader Self-Talk
- Empowerment
- Equity Theory
- Expectancy Theory of Work Motivation
- Gamification at Work
- Goal Orientation
- Goal-Setting Theory
- Human–Computer Interaction
- Incentives
- Intrinsic and Extrinsic Work Motivation
- Job Characteristics Theory
- Job Crafting
- Job Design
- Job Rotation
- Motivational Traits
- Need Theories of Work Motivation
- Path–Goal Theory
- Positive Psychology Applied to Work
- Privacy at Work
- Psychological Contract
- Reinforcement Theory of Work Motivation
- Self-Concept Theory of Work Motivation
- Self-Determination Theory
- Self-Efficacy
- Self-Leadership Theory
- Self-Regulation Theory
- Social Cognitive Theory
- Subconscious Motivation
- Theory of Work Adjustment
- Two-Factor Theory
- Work Motivation
- Organizational Climate and Culture
- Organizational Success, Structure, Design, and Change
- Automation/Advanced Manufacturing Technology/Computer-Based Integrated Technology
- Balanced Scorecard
- Dispositional Resistance to Change
- Downsizing
- Furloughs
- High-Performance Organization Model
- High-Reliability Organizations
- Institutional Theory
- Knowledge Management
- Learning Organizations
- Mergers, Acquisitions, and Strategic Alliances
- Open Systems Theory
- Organizational Behavior Management
- Organizational Change
- Organizational Change, Resistance to
- Organizational Communication, Formal
- Organizational Communication, Informal
- Organizational Development
- Organizational Image
- Organizational Structure
- Outsourcing and Temporary Work
- Sociotechnical Approach
- Strategic Planning
- Survivor Syndrome
- Theory of Action
- Total Quality Management
- Virtual Organizations
- Productive Employee Behavior and Performance
- Careers, Identity, and Work–Life Issues
- A Career in I-O Psychology
- Becoming and Being an I-O Psychologist
- Academic Careers in Industrial and Organizational Psychology
- Careers for Industrial and Organizational Psychologists
- Funding Sources for Industrial and Organizational Psychology Research
- Practice Careers in Industrial and Organizational Psychology: External Consulting Roles
- Practice Careers in Industrial and Organizational Psychology: Internal Roles
- Preparing for Academic Careers in Industrial and Organizational Psychology
- Preparing for Careers in Industrial and Organizational Psychology Practice
- Scientist–Practitioner Model
- Succeeding in Academic Careers in Industrial and Organizational Psychology
- Succeeding in Careers in Industrial and Organizational Psychology Practice
- Tips for Applying to Industrial and Organizational Psychology Graduate School
- Tips for Creating a Consulting Practice
- Tips for Getting an Internship
- Professional Organizations and Journals for I-O Psychologists
- Journal of Applied Psychology
- Personnel Psychology
- Academy of Management
- Alliance for Organizational Psychology
- American Psychological Association, Association for Psychological Science
- European Association of Work and Organizational Psychology
- Human Factors and Ergonomics Society
- Industrial and Organizational Psychology Journals
- International Association of Applied Psychology
- Society for Human Resource Management
- Society for Industrial and Organizational Psychology
- Becoming and Being an I-O Psychologist
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