Integrated framework of psychological resilience and performance in intervention teams: A multidimensional theoretical analysis

The paper advances an integrative theoretical framework to explain professional performance and functioning of intervention teams operating in high-risk environments. The model is structured around four interrelated analysis levels, individual, team, organizational and operational, investigating how factors like resilience, communication, organizational culture and environmental pressures interact to influence team performance. The approach draws from systemic and ecological theories of human behaviour, emphasizing that individuals are embedded in complex networks of interdependent influences. From this perspective, performance isn’t just the result of traits or skills but emerges from dynamic interplay between context, interactions and decision-making processes. The framework incorporates important theoretical constructs such as the resilient performance model, decision-making under stress, team cohesion, transformational leadership and collective adaptability in high-pressure environments. By synthesizing these perspectives, the suggested model offers a comprehensive understanding of how multiple environmental layers mutually influence one another and shape a team’s capacity to respond effectively to extreme challenges. This framework has significant implications for applied organizational psychology, especially where operational risk and psychological strain are inherent. Thus, the paper provides a foundation for future empirical research and a theoretical basis for the development of tailored psychological interventions aimed at sustaining safety and performance in hazardous work environments.