Emergency management: does it have a sufficiently comprehensive understanding of decision-making, process and context?

Abstract

It is widely recognised in the social and management sciences that the effective support of decision-making requires a multidisciplinary perspective. This trend is also clear in nuclear emergency management (EM). However, communication between disciplines is not easy to maintain in EM contexts when the decision makers (DMs) are likely to be highly stressed. Such circumstances can lead them to revert to the instinctive patterns of perception of their core disciplines, making communication between disciplines difficult and, perhaps, obscuring complex interactions that have not been rehearsed in practice exercises. This paper explores decision making in EM and the nature of the socio-technical issues that will arise, suggesting that despite the lessons of past accidents the research EM community is still not taking a broad enough view of what future incidents may entail.

Prototyping and validating requirements of radiation and nuclear emergency plan simulator

“…The unutilised resource pool is the outpatient department. Therefore, most probably after activating and close obligation of the proposed RN emergency plan mechanism (see Figure 3), the stakeholders could avoid any disorganised situation [22]. It might as well prevent chaos during pre-hospital care and enhancing chances of survival among the casualties [23].…”

Web-Based Group Decision Support for Crisis Management

“…Lack of such focus can lead the group to disjointed ideas, separate often hidden agendas, and information overload, which may outweigh any possible benefits of them working in a distributed mode. • People: In many countries crisis management is by undertaken by multi-organizational teams (Carter & French, 2005;Niculae, French, & Carter, 2004). The early uses of wGDSS have generally been entirely within single organisations; thus the teams concerned have shared common objectives, cultures and working practices.…”

“…Although the art of facilitation in a face-to-face meeting has been long practised and well established, the literature of facilitating virtual meetings where the groups work in separated time or space is minimal (Macauley & Alabdulkarim, 2005;Szerdy & McCall, 1997). Such concerns make the timeliness and effectiveness of using wGDSS in virtual meetings more questionable (Carter & French, 2005;Niculae et al, 2004). • Task: Major crisis management and response provides, perhaps, the most unstructured of circumstances in which we have to make decisions.…”

“…In many countries crisis management is by undertaken by multi-organizational teams (Niculae et al, 2004, Carter andFrench, 2005). By crises we mean rare events with significant negative impacts that are managed by processes outside those used in normal working.…”

Resources planning for radiological incidents management

“…Besides, most of them were inexperienced in managing and planning disastrous situation due to unstructured and disorganized messages exclude sensory information, feelings, intuitions, and context. The chaotic situation during crises situation because of lack of reliable and precise data and messages being referred to the society and organizations (Niculae et al, 2004). In the 21st century, any occurrence of disasters, emergencies and crisis situations demand sophisticated technological support.…”