Collaborative Decision-Making in Emergency and Disaster Management

Kapucu, Naim; Garayev, Vener

doi:10.1080/01900692.2011.561477

Cited by 260 publications

(196 citation statements)

References 31 publications

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“…It has been found, for example, that information sharing is easiest when people have received the same information, are in close proximity to each other and have insight into other people's needs [32]. Even as largescale emergency management shifts from rigid hierarchies to more flexible, decentralised management, the central concern remains the reduction of uncertainty [33]. Not only does such a focus result in rather self-evident conclusions (that improved communication improves information quality, for example), but it also fails to address the reality of decision-making in these contexts.…”

Section: Communication and Information Sharingmentioning

confidence: 99%

Connecting community organisations for disaster preparedness

Ingham¹,

Redshaw²

2017

Int. J. SAFE

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After fires swept through the lower Blue Mountains of NSW in October 2013 and destroyed over 200 homes, a research project was initiated and titled 'Community Connections: Vulnerability and Resilience within the Blue Mountains'. Reported in this article are the results of eight in-depth interviews conducted with local community leaders. They were asked to reflect on their leadership experiences before, during and after the fires. The research clearly demonstrates that prior to the fires there were no formal connections between local emergency services and local community organisations. Each had limited knowledge of the other in terms of skills, capacities, scope and available resources. This article will elaborate on the lessons learned by the community leaders interviewed. Just as collaborative bonds were finally being formed and combined initiatives had begun to bear solid results -reflected in higher levels of householder disaster preparedness, recovery funding ran out. This article highlights the lessons learned, and includes the importance of maintaining a formalised and continuous connection between emergency services and community organisations. The research recommends that disaster preparedness be embraced as a part of 'core business' by community organisations, and that multi-stakeholder connections be forged and strengthened through collaborative community engagement initiatives at the level of local disaster planning and preparation. Both recommendations contribute to the paradigm shift anticipated by Australia's 'National Strategy for Disaster Resilience'.

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Section: Communication and Information Sharingmentioning

confidence: 99%

Connecting community organisations for disaster preparedness

Ingham¹,

Redshaw²

2017

Int. J. SAFE

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“…These factors in turn positively reinforce cooperation between groups or individuals that may have conflicts of interest (Cline 2000). In addressing a large-scale crisis, cooperation and operation beyond the normal confines of an organization are vital (Kapucu and Garayev 2011). Accordingly, multi-agency cooperation may be set back during disaster response in cases where the agencies do not work together on a daily basis (Steigenberger 2016).…”

Section: Institutional Perspectivementioning

confidence: 99%

Changes in Norway’s societal safety and security measures following the 2011 Oslo terror attacks

Nilsen

Albrechtsen

Nyheim³

2018

Safety Science

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This paper characterizes changes in Norway's civil protection and emergency preparedness five years after the Oslo and Utøya terror attacks. Data from 48 interviews conducted in the period 2014 to 2016 with civil servants within different levels of the justice sector were qualitatively analyzed. The inductive analysis shows four main changes made related to Norway's civil protection and emergency preparedness within the Ministry of Justice and Public Security: 1) a change in risk perception regarding awareness of security-related risks; 2) the generation of several plans and measures; 3) structural changes at various levels within the justice sector; and 4) increased resources allocated to societal safety and security. The changes following the Oslo terror attacks were not solely in response to the terror attacks, but also the result of previous and subsequent events and reports. The current organization of public administration, however, still fosters siloed thinking and turf wars around the principle of responsibility and each sector's respective area of expertise. Most of the implemented changes can be characterized as structural; diagnoses made after the terror attacks pointed at cultural aspects. IntroductionIn the post-war era, Norway has been fortunate in facing only a handful of large-scale crises and terror-related events (Rykkja, Laegreid et al. 2011). As a result, a fairly untroubled society has been able to attend primarily to the welfare of its inhabitants (Kuhnle 2000, Wollebaek et al. 2012). On July 22, 2011, the nation was shocked when an armed right-wing extremist single-handedly bombed the Government Complex in Oslo and thereafter shot young political aspirants attending a youth camp on the island of Utøya. In total, 77 people were killed during these terror attacks.The aftermath of disasters and national crises represent an opportune time to examine governmental strategies for civil protection and emergency preparedness (Birkmann, Buckle et al. 2010). They provide a moment for self-reflection and a chance to learn from previous mistakes and weaknesses in the governmental system. Changes are usually implemented to demonstrate handling capacity or rectify specific gaps in the system (March and Olson 1983). Lessons learned are ideally applied to a broad context, where the knowledge gained is used to address not only the specific problem but also other issues that may arise from these inadequacies.Nevertheless, in these situations, society also often shows an inclination toward morality plays and blame games (Boin, Hart et al. 2006). A focusing event, such as a terror attack, often leads to excessive fixation on solving the specific problem brought to light by the event (Birkland 2006). Leaders feel pressured to take charge and prevent a similar crisis, and they risk overreacting by way of regulation or other actions and measures in response to the event (de Ridder and Reinders 2014, van Tol 2016). This spontaneous reaction is in part due to media coverage or "mediazation" (Helsloot, Boi...

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“…The dynamic behaviour of disasters increasingly requests the decision-makers to allocate resources and attention to inter-organization and inter-sector collaboration and coordination. Therefore, Decision-making in emergencies and disasters needs innovative methodologies and instruments that would be more nonhierarchical and flexible [30].…”

Section: Ndm In Disaster Managementmentioning

confidence: 99%

Naturalistic Decision-Making in Natural Disasters: An Overview

Bouafia¹,

R²

2017

J Geogr Nat Disast

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Paper Design Disaster managementDisasters may come suddenly and without previous warning. Some disasters happen due to an interaction of human and technology, AbstractDecision-making can take place in many settings: daily life problems, financial issues, health care matters or in emergencies and situations that require quick and high-risk decisions to be made. In natural or man-made disasters, the immediate decisions are crucial for effective mitigation and management. Thus, the Decision-makers during such situations must process a large amount of unreliable and incomplete information under sharp time restrictions and critical judgments are frequently made under pressure and high stake. The purpose of this paper is to present the decisionmaking process in real-life settings focusing on the recognition-primed model (RPD) in an attempt to understand how decisions are made in emergencies and natural disasters. Literature review was conducted and it was found that the dynamic behaviour of disasters requests the decision-makers to allocate resources and attention to collaboration and coordination. Decision-making, therefore, is a sensitive task of all management actors especially emergencies and disasters managers and the effective response to such calamities depends on how effective and timely are the decisions that have been made.

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Collaborative Decision-Making in Emergency and Disaster Management

Cited by 260 publications

References 31 publications

Connecting community organisations for disaster preparedness

Connecting community organisations for disaster preparedness

Changes in Norway’s societal safety and security measures following the 2011 Oslo terror attacks

Naturalistic Decision-Making in Natural Disasters: An Overview

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