The Incident Command System: High-Reliability Organizing for Complex and Volatile Task Environments.

Bigley, Gregory A.; Roberts, Karlene H.

doi:10.2307/3069401

Cited by 717 publications

(635 citation statements)

References 40 publications

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“…At the community level, disaster management involves a complex network of interdependent agencies (Bigley and Roberts 2001), which involves numerous, often unprecedented, interactions within and between various relief agencies. We need to keep in mind that, in non-disaster situations, many of the agencies involved operate independently of each other.…”

Section: Coordination Levelsmentioning

confidence: 99%

Challenges and obstacles in sharing and coordinating information during multi-agency disaster response: Propositions from field exercises

2009

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Although various scholars have researched issues regarding disaster management, few have studied the sharing and coordinating of information during disasters. Not much empirical data is available in this field and there is sparse insight into the factors that may impede or facilitate information sharing and coordination among stakeholders. In this paper, we provide an overview of the relevant obstacles and challenges by examining existing literature and then investigating a series of multi-agency disaster management exercises, using observations and a survey. Although all the people who took part in our study agree that sharing information is important, for the success of their own organization as well as the exercise as a whole, the extent to which information is actually being shared among organizations is often limited by a number of factors that can be attributed to the community, agency and individual level. We found that relief workers are often more concerned with receiving information from others than with providing information to others who may benefit. Incentives for sharing information, understanding each other's work-processes and the usability of information systems have shown positive effects on information sharing and coordination. The findings of our study have been formulated using six grounded propositions, which can be used by system designers and policy-makers upon validation in further research. We also provide directions for future research.

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Section: Coordination Levelsmentioning

confidence: 99%

Challenges and obstacles in sharing and coordinating information during multi-agency disaster response: Propositions from field exercises

2009

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“…Bigley and Roberts (2001) argue that reliability is an increasingly critical quality and competency for organisations. And in many cases, good business is seen as a long-term concept -it has to suit the family / people involved; it needs to reward them socially and reputationally, as well as in monetary terms.…”

Section: Future Optionsmentioning

confidence: 99%

New Approaches to Revitalise Rural Economies and Communities – Reflections of a Policy Analyst

Dwyer

2016

European Countryside

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Looking ahead, rural Europe faces significant challenges. Some of these are longterm and will require major adaptation, such as climate change, increasing scarcity of fossil fuels and the ageing indigenous population. Others are medium-term and subject to political uncertainty, such as economic stagnation and unemployment, pressures from in-migration, and constrained public finances. Markets appear likely to continue to encourage conventional farm modernisation and capitalization, but these may increase, rather than resolve, rural problems and tensions. Seen through an ecological lens, conventional patterns of development decrease rural social, environmental and economic resilience, and yet this is becoming increasingly important. New approaches are needed which can work with global and local processes to maintain rural diversity, quality and community: key factors in resiliencebuilding. Interesting tactics may involve increasing local capacity to act, stimulating new local products, services and markets and new forms of pluri-activity. Business profitability and productivity will remain central, but can be realised in a variety of unconventional ways. Some examples and approaches are briefly presented and some general lessons identified for the new Rural Development Policy and Programmes, 2014-2020.

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“…Deference to expertise has been shown to enable flexible coordination and decision-making. Studies of aircraft carriers (Roberts 1990;Roberts, Stout, & Halpern, 1994), emergency response organizations (Bigley & Roberts, 2001), and pediatric…”

Section: Slack As a Managerial Resourcementioning

confidence: 99%

“…And Bob over here on Truck 45, or whatever, is the one that's going to basically direct the point-by-point operation of this.' " (Bigley & Roberts, 2001, p. 1288.…”

Section: Slack As a Managerial Resourcementioning

confidence: 99%

“…An important question is how organizations that rely on procedural discipline can respond flexibly when unexpected events occur. Previous research has described a variety of factors that enable HROs to anticipate and contain the unknown (Bigley & Roberts, 2001;Bourrier 1996;Klein et al, 2006;Roberts 1990;Weick & Roberts, 1993;Weick & Sutcliffe, 2007), one of which is to take advantage of redundancies or slack 5 (Roberts 1990;Weick & Roberts, 1993;La Porte 1996;Roberts 1990) .…”

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confidence: 99%

See 1 more Smart Citation

Informal leadership redundancy: Balancing structure and flexibility in subsea operations

Johannessen¹,

McArthur

Jonassen³

2015

Scandinavian Journal of Management

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The Incident Command System: High-Reliability Organizing for Complex and Volatile Task Environments.

Cited by 717 publications

References 40 publications

Challenges and obstacles in sharing and coordinating information during multi-agency disaster response: Propositions from field exercises

Challenges and obstacles in sharing and coordinating information during multi-agency disaster response: Propositions from field exercises

New Approaches to Revitalise Rural Economies and Communities – Reflections of a Policy Analyst

Informal leadership redundancy: Balancing structure and flexibility in subsea operations

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