Cognitive Correlates of Improvised Behaviour in Disaster Response: the Cases of the <scp>M</scp>urrah Building and the <scp>W</scp>orld <scp>T</scp>rade <scp>C</scp>enter

Mendonça, David; Webb, Gary R.; Butts, Carter T.; Brooks, James D.

doi:10.1111/1468-5973.12057

Cited by 31 publications

(16 citation statements)

References 46 publications

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“…In other interviews (not discussed here), respondents stated that some existing organizational units improvised their roles, undertaking tasks that were within the capability of the organization but which were not in the usual range of activities for the units themselves. This phenomenon of role improvisation has been amply demonstrated in the response to many other events for individual emergency response personnel (e.g., Kreps & Bosworth 1993, Mendonça et al 2014, Webb 2004.…”

Section: Discussion Partmentioning

confidence: 99%

Factors underlying organizational resilience: The case of electric power restoration in New York City after 11 September 2001

Mendonça

Wallace

2015

Reliability Engineering & System Safety

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Section: Discussion Partmentioning

confidence: 99%

Factors underlying organizational resilience: The case of electric power restoration in New York City after 11 September 2001

Mendonça

Wallace

2015

Reliability Engineering & System Safety

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“…They used a formal approach to diagnose and respond to the disaster. In addition to its formal SOPs, bureaucracy has low level adaptation and learning capability (Takeda & Helms, 2006 The disaster agency had limited competency to operate beyond the routine, instead the operator was able to mobilize scientific information for countering every option (Nohrstedt, 2013) such as by improvising (Mendonça, Webb, Butts, & Brooks, 2014). "…did the mayor have knowledge about tsunamigenic earthquake?…”

Section: Indecision As a Form Of Bureaucratic Inertiamentioning

confidence: 99%

Indecision in Emergency Situation: The Absence of Technology or Intuition? A Study of September 30, 2009 Earthquake in Padang

Sasmita¹,

Kusumasari²,

Pramusinto³

et al. 2020

Proceedings of the Annual Conference of Indonesian Association for Public Administration (IAPA 2019)

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An Actor's cognitive ability has become a major requirement in making decisions during a state of emergency. Either collapsed infrastructure or the disappearance of emergency personnel often delays an effective response which could result in indecisive action. This paper examines how indecision occurred in the September 30, 2009 tsunamigenic earthquake in Padang by employing a phenomenological interpretive approach. Data were collected by conducting in-depth interviews with emergency managers as well as reviewing public documents. The findings show that relevant actors' lack of experience concerning situational awareness and mental simulation had inhibited their efforts in applying intuitive strategy. Furthermore, the ambiguous actions taken were also driven by bureaucratic procedures and limited resources, which hampered innovation and adaptation in facing an escalating situation. At the same time, the actors had to deal with public distrust if the decisions were to be made without sufficient information or declared by an unexpected actor. Finally, the government had missed a most crucial time-the golden time-and let vulnerable people make their own choices.

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“…At the moment level of improvisation increases, behavior associated to cognitive also strongly improves. It suggest the prominence of conventional behavior coupled with cognitive process; improvised behavior are linked to more explicit reasoning process (Mendonça, Webb, Butts, & Brooks, 2004).…”

Section: Table 2 Studies About Decision Making Under-uncertainty In mentioning

confidence: 99%

Decision-Making under Uncertainty from the Perspective of Cognitive and Behavior

Sasmita¹

2018

Proceedings of the 2018 Annual Conference of Asian Association for Public Administration: "Reinventing Public Administration In

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This study aims exploring perspectives contribute to decision making under uncertainty from the public administration point of view. Literature review is used to answer the research question by collecting and analyzing academic article related to the topic, then grouping each into a table based on their similarities. Notion of uncertainty in decision making, indeed, has been elaborated since 1940s, albeit from economics and management related to customer behavior which then transferred quantitatively and transformed into models. Despite the limitation in finding appropriate article in public administration context, result of this research tells us the cognitive perspective and behavior take important contribution to decision making under uncertainty studies. They do not separated firmly since they tend to be a series task or overlapped in certain aspects.

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Cognitive Correlates of Improvised Behaviour in Disaster Response: the Cases of the Murrah Building and the World Trade Center

Cited by 31 publications

References 46 publications

Factors underlying organizational resilience: The case of electric power restoration in New York City after 11 September 2001

Factors underlying organizational resilience: The case of electric power restoration in New York City after 11 September 2001

Indecision in Emergency Situation: The Absence of Technology or Intuition? A Study of September 30, 2009 Earthquake in Padang

Decision-Making under Uncertainty from the Perspective of Cognitive and Behavior

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