Experience feedback guides for crisis management using GIS

Sediri, Mohamed; Matta, Nada; Dai, Jason; Loriette, Sophie; Hugerot, Alain

doi:10.1109/cts.2013.6567244

Cited by 3 publications

(3 citation statements)

References 10 publications

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“…On the other hand it makes more clearly the manner in which we make sense of crisis events and issues around problems associated with managing the acute phases of a crisis, as well as dealing with its location, setting, victims destination and its aftermath. Three main places have been identified (Sediri et al ., 2013): The Crisis cell: the place of the control and the orchestration of the intervention, its most important roles are to manage the material and human resources. The link with outside and the responsibility of emergency department (the rear base) is done by the communication center. Crisis site: the area affected by the event, it includes actors such as the first medical team and advanced medical and other professionals. Emergencies/hospitals: these services receive victims and their families and ensure their follow-up.…”

Section: Experience Feedback: Collect and Modelingmentioning

confidence: 99%

“…For better organization of the actor tasks, the time dimension is very important in crisis management not only in terms of life-preserving as a final objective, but it has also a major importance on each episode during the intervention. It must be considered so as to provide (Sediri et al ., 2013) to decision makers an empirical and control environment in which they can have an overview of what happens in terms of tasks and actions duration, what must be done or what should be done immediately, etc.…”

Section: Experience Feedback: Collect and Modelingmentioning

confidence: 99%

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Crisis Clever System (CCS) – tracking experience of crisis management for decision support

Loriette¹,

Matta²,

Sediri³

et al. 2019

AIEDAM

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During a crisis situation, the ability of emergency department to take reliable and quick decisions is the main feature that defines the success or failure of this organization in the course of its crisis management. Decision makers spend time on identifying the decisions that will be taken for the whole of the crisis management, and on anticipating the preparation of these decisions, ensuring that they have time to properly prepare all decisions to be taken and, be able to implement them as fast as possible. However, the context and the characteristics of the crisis make the decision process complicated because there is no specific methodology to anticipate these decisions and properly manage collaboration with the other protagonists. There is also the pressure of time, a significant stress and, the emotional impact on the decision maker that lead to losing objectivity in decision making. We understand so that the right decision will be greatly facilitated and enhanced by the development of an adequate tool and process for decision-making. This tool must respect methods of the emergency department considered, and highlight the importance of experience feedback referencing to past cases, especially success and failures. We propose in this paper, software in order to handle experience feedback as a support for decision-making in crisis management “Crisis Clever System”. Several dimensions are considered in this study, from one side: organization, communication and problem-solving activities and from the other side the presentation and finding of experience feedback thanks to an analogy technique.

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Section: Experience Feedback: Collect and Modelingmentioning

confidence: 99%

Section: Experience Feedback: Collect and Modelingmentioning

confidence: 99%

Crisis Clever System (CCS) – tracking experience of crisis management for decision support

Loriette¹,

Matta²,

Sediri³

et al. 2019

AIEDAM

Self Cite

View full text Add to dashboard Cite

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“…For Emergency Medical Service (EMS), the first emergency post analyses the event, treats victims (a) and transmits the information / reports to the hospital to ask for needed emergency post and material (b) (Sediri et al, 2013). The EMS also transmits information to the DRO (figure 3).…”

Section: Emergency Medical Servicementioning

confidence: 99%

Should I Be Aware of the Information of Other Actors - Transversal Communication in Crisis Management

Saoutal

Matta

Cahier

2014

Proceedings of the International Conference on Knowledge Management and Information Sharing

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In crisis management, multi-organizations are involved to deal with the events; however these services encounter several problems that make the transversal communication and information sharing very hard, with an ineffective mutual awareness during crisis response. Whereas, among the factors for crisis management success, figures prominently mutual awareness and awareness information, this requires effective interaction of the relevant information between emergency actors. But in the reality this communication is ineffective and influences the decision making. Thus, to support emergency response, enhance "awareness information" and transversal communication between different emergency actors, our contribution in this paper is to understand the organizations involved in emergency response and analyse the communication between actors. Thus we study at first, the vertical and the transversal communication in inter/intra emergency organizations. Second, we highlight and analyse the root causes of communication problems that actors encounter in operating level. Third, we classify by category the major information needed in emergency response and finally, we present the dependency between awareness information and actions achievement.

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