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

The Network Governance of Crisis Response: Case Studies of Incident Command Systems

“…In the years that followed its creation, the ICS was perceived by practitioners as successful in reducing coordination problems and improving fire response effectiveness (Buck, Trainor, and Aguirre 2006;Bigley and Roberts 2001;Cole 2000;Moynihan 2008). As its reputation grew, crisis responders outside of California began to use the ICS to fight forest fires but also for other tasks, such as hazardous material cleanups, earthquakes, and floods.…”

“…California incident commanders describe the most prominent strengths of the ICS as the hierarchical chain of command, the use of common terminology, the modular nature of the ICS, the use of centralized plans, and limited span of control (Cole 2000). Bigley and Roberts (2001) draw on practitioner knowledge to describe the ICS as a high-reliability approach to crisis response. Practitioners have largely rejected scholarly critiques of the ICS, according to Buck et al (2006, 3), who cite a variety of reports that show that "the response community has been almost universal in its praise of ICS."…”

“…This is particularly relevant for the conceptual unit of analysis, the ICS, since there remains a significant lack of research about how it operates outside of its original setting of forest fires, even as the DHS mandates its use for all types of crises (Bigley andRoberts 2001, 1295;Cole 2000, 225). The cases examine the use of ICS in fighting wildland-urban fires, but also terrorist attacks, an animal disease outbreak, and a major natural disaster.…”

“…The intent of the ICS was to help to overcome such integration problems by offering a standard framework and common language for all participating agencies. Bigley and Roberts (2001) argue that a key component of ICS effectiveness is the ability to foster shared mental models among responders to encourage consistency in behavior, and integration of actions under the trying conditions of crisis. But building common cognitive frameworks is challenging in networks where participants bring the perspective of their home organization, profession or training, which may clash with the perspectives of other network members.…”

“…The DHS describes the importance of clear lines of authority, while Bigley andRoberts (2001, 1296) point to the "compelling authority system" of the ICS, and the role of the incident commander as the final arbiter of disputes.…”