This document discusses factors that influence crisis managers and their decision making during extreme events. It notes that extreme events present challenges that are different than smaller emergencies due to issues like uncertainty, complexity, and scale. Crisis managers face problems like stress, time pressure, information overload, and making decisions without complete information. They must make difficult life-or-death decisions and balance urgency with taking time to consider options. Extreme events can be considered "wicked problems" due to ambiguous and changing factors. The document examines how crisis managers navigate uncertainty and process large amounts of information to make critical judgments during disasters.
Data analysis to assist the decision making process in crisis situationsElena Susnea
Susnea E. (2014). Data analysis to assist the decision making process in crisis situations, in Proceedings of "The International Annual Scientific Session Strategies XXI", Iss. 03 (pp. 120-124).
The document discusses overcoming cognitive biases in group decision making. It notes that issues like climate change require considering causes and effects that are remote in time and space. However, human decision making is prone to biases like availability bias and ambiguity effect that hinder effective long term planning. These biases can result in "disjointed incrementalism" and failure to address major threats. The document proposes using scenario planning and games/web-based approaches to encourage participation to help address biases in decision making.
Understanding and improving community flood preparedness and response: a rese...Neil Dufty
The document presents a research framework developed to understand and improve community flood preparedness and response in the Wimmera region of Victoria, Australia. The framework considers (1) contributing factors like risk perception and flood experience that influence preparedness and response, (2) indicators used to measure preparedness and response levels, and (3) interventions that can be implemented to influence preparedness and response. The framework was used in a social research project across 6 communities in the Wimmera region to gain insights into flood preparedness and response in the region. The framework provides a holistic way to examine key issues and could be applied to other hazards and stages of disaster management beyond just flooding.
This document summarizes a case study on the 2008 Mumbai terrorist attacks in India. It discusses how the Indian government changed its crisis management strategy in response to increasing external pressure and internal awareness. Different administrative levels, including local, regional, national, and international worked cooperatively to respond to the crisis. The document also reviews models and theories of crisis management, including contingency planning and structural-functional systems theory. It notes several pre-steps involved in effective crisis management, such as developing and updating crisis management plans, creating crisis management teams, and pre-drafting communications.
Systems Thinking Tools for Climate Resilience Programming Workshop - Nov 2015Eric Momanyi
Policy House is pleased to present a workshop on Systems Thinking Tools for Climate Resilience Programming. This workshop will equip researchers, senior climate change program staff, climate negotiators, government officials, policy analysts and researchers with the skills to study climate resilience and design effective climate mitigation, adaptation, resilience and green growth.
The document discusses Bangladesh's early warning system for cyclones and analyzes whether the country has normalized the crisis of recurring natural disasters through improved preparedness. It reviews Bangladesh's progress in developing its early warning capabilities over the past 50 years which has significantly reduced cyclone deaths, but questions whether more can still be done to help vulnerable coastal communities given thousands still remain at risk. Interviews with disaster management officials explore how well Bangladesh's system incorporates risk knowledge, monitoring, warning dissemination, and response capabilities based on the UNISDR early warning framework.
Towards a learning for disaster resilience approachNeil Dufty
- The document discusses exploring content and process for a Learning for Disaster Resilience (LfDR) approach to improve current disaster education.
- It suggests LfDR content should cover both external hazards and internal factors like community vulnerability/resilience, urban planning, and social capital.
- In terms of process, it reviews current disaster learning delivery approaches and identifies gaps, suggesting disaster education could benefit from drawing more on education theory and evaluation.
Data analysis to assist the decision making process in crisis situationsElena Susnea
Susnea E. (2014). Data analysis to assist the decision making process in crisis situations, in Proceedings of "The International Annual Scientific Session Strategies XXI", Iss. 03 (pp. 120-124).
The document discusses overcoming cognitive biases in group decision making. It notes that issues like climate change require considering causes and effects that are remote in time and space. However, human decision making is prone to biases like availability bias and ambiguity effect that hinder effective long term planning. These biases can result in "disjointed incrementalism" and failure to address major threats. The document proposes using scenario planning and games/web-based approaches to encourage participation to help address biases in decision making.
Understanding and improving community flood preparedness and response: a rese...Neil Dufty
The document presents a research framework developed to understand and improve community flood preparedness and response in the Wimmera region of Victoria, Australia. The framework considers (1) contributing factors like risk perception and flood experience that influence preparedness and response, (2) indicators used to measure preparedness and response levels, and (3) interventions that can be implemented to influence preparedness and response. The framework was used in a social research project across 6 communities in the Wimmera region to gain insights into flood preparedness and response in the region. The framework provides a holistic way to examine key issues and could be applied to other hazards and stages of disaster management beyond just flooding.
This document summarizes a case study on the 2008 Mumbai terrorist attacks in India. It discusses how the Indian government changed its crisis management strategy in response to increasing external pressure and internal awareness. Different administrative levels, including local, regional, national, and international worked cooperatively to respond to the crisis. The document also reviews models and theories of crisis management, including contingency planning and structural-functional systems theory. It notes several pre-steps involved in effective crisis management, such as developing and updating crisis management plans, creating crisis management teams, and pre-drafting communications.
Systems Thinking Tools for Climate Resilience Programming Workshop - Nov 2015Eric Momanyi
Policy House is pleased to present a workshop on Systems Thinking Tools for Climate Resilience Programming. This workshop will equip researchers, senior climate change program staff, climate negotiators, government officials, policy analysts and researchers with the skills to study climate resilience and design effective climate mitigation, adaptation, resilience and green growth.
The document discusses Bangladesh's early warning system for cyclones and analyzes whether the country has normalized the crisis of recurring natural disasters through improved preparedness. It reviews Bangladesh's progress in developing its early warning capabilities over the past 50 years which has significantly reduced cyclone deaths, but questions whether more can still be done to help vulnerable coastal communities given thousands still remain at risk. Interviews with disaster management officials explore how well Bangladesh's system incorporates risk knowledge, monitoring, warning dissemination, and response capabilities based on the UNISDR early warning framework.
Towards a learning for disaster resilience approachNeil Dufty
- The document discusses exploring content and process for a Learning for Disaster Resilience (LfDR) approach to improve current disaster education.
- It suggests LfDR content should cover both external hazards and internal factors like community vulnerability/resilience, urban planning, and social capital.
- In terms of process, it reviews current disaster learning delivery approaches and identifies gaps, suggesting disaster education could benefit from drawing more on education theory and evaluation.
Climbing upper berths on trains in India can be difficult due to a lack of handholds. A proposed concept adds a retractable ladder to each set of berths to make accessing the top and middle berths easier and safer. The ladder can be rotated out when in use, allowing travelers to climb up and sit securely on the berth while keeping one leg on the ladder for support. After positioning on the berth, the ladder can be closed again. Prototyping was done at home to demonstrate how travelers could use the retractable ladder to more easily reach the upper berths.
Game theory is the study of strategic decision making when outcomes depend on the choices of multiple parties. It was founded in the 1940s by John von Neumann, Oskar Morgenstern, and John Nash to analyze situations involving conflict or cooperation between intelligent rational decision-makers. Game theory is used for analyzing economic problems, auctions, war strategies, politics, and other multi-agent scenarios like the famous Prisoner's Dilemma.
The document discusses four products - Candy TV, Versa MUV, Vanilla Coke, and Fair & Lovely Sunblock Cream - that failed due to poor marketing strategies. Candy TV was priced too high and struggled to find the right positioning. Versa MUV also had prices too high and its mini-bus shape put off customers despite celebrity endorsements. Vanilla Coke's advertising was irrelevant and mismatched its target group, while consumers disliked the taste. Fair & Lovely Sunblock Cream faced competition from lower prices.
This document provides information about hiking in Cantabria, Spain. It discusses the types of hiking paths including their signposting and lengths. It also outlines important hiking equipment such as boots, clothes, backpacks, sticks, and maps. Useful advice is given for each type of equipment. The document concludes with some basic rules of behavior when hiking in the countryside.
A Real Time Online Delphi Decision System, V 2.0: Crisis Management Support d...Connie White
The Delphi Decision Maker system has been designed to support the decision making needs of crisis managers, considering factors such as stress, time pressure, information overload, and uncertainty. It has been built as a module for the Sahana Disaster Management system, a free and open source system. The Design Science research paradigm was used in an iterative development process. Triangulation was employed in the evaluation, analyzing the system against the research questions using both qualitative and quantitative statistics as well as proof of concept. Modifications need to be made for real world use. A second version of the system is under development. Research findings and future research are outlined in this work in progress.
The document is a presentation that includes images from Flickr with captions describing each image and its source. It contains 9 images with captions about meeting smiles, Google, office choices, straight roads, dark roads, clear roads, Wall Street, and payment amounts. Each image is sourced from Flickr with its URL listed.
Build a Better Mousetrap? Social Media Cultivating Emergency Management Com...Connie White
This document discusses how communities of practice (CoPs) in emergency management can leverage social media to share information and best practices. It notes that while some groups are functioning as CoPs without realizing it, creating effective online CoPs is challenging. Popular social media sites like Facebook and Twitter allow information to be easily shared with relevant groups. The document argues that instead of creating separate internal sites, emergency management groups should look to utilize existing social media platforms to cultivate online CoPs, as these large platforms are easy to use and have large existing user bases.
Building a social media function ellefritz - social techBrian Ellefritz
Building a social media function at your company can be divided into stages, each with it's own characteristics, challenges and opportunities. Presented at the MediaPost SocialTech 2010 conference in San Jose by Brian Ellefritz of SAP.
The document discusses various agile development methodologies. It defines agile development as delegating tasks, acknowledging change, and promoting feedback. Several specific agile methodologies are described, including extreme programming, Scrum, lean software development, feature driven development, agile unified process, Crystal, dynamic systems development method, and cowboy coding. The document provides information on principles, practices, and comparisons of these different agile methodologies.
A Dynamic Delphi Process Utilizing a Modified Thurstone Scaling Method: Colla...Connie White
In an extreme event or major disaster, very often there are both alternative actions that might be considered and far more requests for actions than can be executed immediately. The relative desirability of each option for action could be a collaborative expression of a significant number of emergency managers and experts trying to manage the most desirable alternatives at any given time, in real time. Delphi characteristics can satisfy these needs given that anyone can vote or change their vote on any two options, and voting and scaling are used to promote a group understanding. Further utilized with Thurstone’s Law of Comparative Judgment, a group decision or the range of acceptability a group is willing to consent to, can be calculated and utilized as a means of producing the best decision. A ubiquitous system for expeditious real-time decision making by large virtual teams in emergency
response environments is described.
This document summarizes trends in electronic health records (EHR) including adoption rates by specialty and practice size. It describes the Health Insurance Portability and Accountability Act (HIPAA) and its provisions to standardize electronic data transmission and protect privacy. The Continuity of Care Record (CCR) format is introduced as a standard for exchanging clinical summaries. The Certification Commission for Healthcare Information Technology (CCHIT) is working to reduce health IT investment risks through product certification.
This is a short electronic dance music track produced by Kweezzz. The song has an upbeat tempo with heavy bass synths and percussion. Layered synth melodies carry the song which builds energy throughout and ends with a climactic drop.
The story is a young handsome young male have a great time in the party, and ever more he have a little chat with a beautiful lady, he fell in love with this lady, and they decided to go to a private to have their romantic time. They went into a room in which equipped a smoke detector. When they went inside the room, the young man still held his cigarette. The cigarette activated the smoke detector and sprinkle. At the end, they both got wet by the sprinkle. The lady was very angry and she rushed out the door.
Think Smaller: Growing Small Ideas Is A Great IdeaDave Racine
The document advocates thinking smaller rather than bigger with ideas. It argues that big ideas require large budgets and efforts but often fail, while small ideas are easier to deploy. Small, unique ideas can create distinction and fuel movements. In today's competitive environment with limited resources, smaller budgets that focus tightly will be most effective for achieving maximum impact. True creativity involves developing simple solutions to complex problems. If ideas are broken down into smaller parts by removing unnecessary elements, projects can be executed better. Simplicity is the most valuable asset, so start with small ideas that can then grow bigger.
Natacha Poggio (Assistant Professor of Visual Communication Design, Hartford Art School) gave a talk at the first TEDx organized in Hartford, Connecticut: TEDx Bushnell Park, on June 22, 2013. #TEDxBushnellPark celebrated the work being done in greater Hartford to improve communities and civic spaces in both large and small ways. Natacha Poggio's presentation “Helping Communities Thrive” described the collaborative and multidisciplinary nature of the projects she has developed along with her Design Global Change students —such as a nonviolence mural on Albany Ave in downtown Hartford, and also expanded on the projects developed in India with Engineers Without Borders students from the College of Engineering, Technology and Architecture (CETA) at the University of Hartford.
Disaster Management Systems: Building Capacity for Developing Countries and ...Connie White
Some societies are more disaster prone than others due to their geographic location and the benefits provided by it. Man has co-existed in this sort of high risk/high return relationship with mother nature throughout history. Poorer societies tend to pay a higher price both in lives taken and damage – left with many secondary and equally devastating disasters that are sure to come. We know that for every $1 USD put into preventative measures, we save ~$7 that would have gone into post-disaster recovery and rebuilding efforts. There are many international agencies working to support a variety of needs in these grief stricken areas to help them build capacity and to help these societies better prepare for and respond to the disasters they will face. These efforts are guided by the Millennium Project Goals outlined in 2000. A lot has changed since then with respect to technology, mobile devices and humanitarianism. The objective of this paper is exploit how current efforts are creating capacity on the individual, organizational and 'enabling environment' levels. This paper explores the notion that a more concerted effort can be made at building Information and Communication Disaster Management Capacity in developing countries who are most susceptible due to proximity and to a lack of funds. A 'proof of concept' is provided
Evidence shows that the distinguish variables (independent, mediator and dependent) will identified the framework in Malaysian perspective how the best approaches collaboration and approaches for the agencies to response.
Bijan Yavar is a research fellow, PhD student, and founder and CEO of MEPCO. The document discusses definitions of risk, emergency, crisis, and disaster from perspectives of both certainty and uncertainty. It provides details on definitions of disaster risk and crisis from various sources. Crisis is defined as a point of change that can have both negative and positive outcomes, while disaster refers to events beyond a community's capacity to respond on its own.
Climbing upper berths on trains in India can be difficult due to a lack of handholds. A proposed concept adds a retractable ladder to each set of berths to make accessing the top and middle berths easier and safer. The ladder can be rotated out when in use, allowing travelers to climb up and sit securely on the berth while keeping one leg on the ladder for support. After positioning on the berth, the ladder can be closed again. Prototyping was done at home to demonstrate how travelers could use the retractable ladder to more easily reach the upper berths.
Game theory is the study of strategic decision making when outcomes depend on the choices of multiple parties. It was founded in the 1940s by John von Neumann, Oskar Morgenstern, and John Nash to analyze situations involving conflict or cooperation between intelligent rational decision-makers. Game theory is used for analyzing economic problems, auctions, war strategies, politics, and other multi-agent scenarios like the famous Prisoner's Dilemma.
The document discusses four products - Candy TV, Versa MUV, Vanilla Coke, and Fair & Lovely Sunblock Cream - that failed due to poor marketing strategies. Candy TV was priced too high and struggled to find the right positioning. Versa MUV also had prices too high and its mini-bus shape put off customers despite celebrity endorsements. Vanilla Coke's advertising was irrelevant and mismatched its target group, while consumers disliked the taste. Fair & Lovely Sunblock Cream faced competition from lower prices.
This document provides information about hiking in Cantabria, Spain. It discusses the types of hiking paths including their signposting and lengths. It also outlines important hiking equipment such as boots, clothes, backpacks, sticks, and maps. Useful advice is given for each type of equipment. The document concludes with some basic rules of behavior when hiking in the countryside.
A Real Time Online Delphi Decision System, V 2.0: Crisis Management Support d...Connie White
The Delphi Decision Maker system has been designed to support the decision making needs of crisis managers, considering factors such as stress, time pressure, information overload, and uncertainty. It has been built as a module for the Sahana Disaster Management system, a free and open source system. The Design Science research paradigm was used in an iterative development process. Triangulation was employed in the evaluation, analyzing the system against the research questions using both qualitative and quantitative statistics as well as proof of concept. Modifications need to be made for real world use. A second version of the system is under development. Research findings and future research are outlined in this work in progress.
The document is a presentation that includes images from Flickr with captions describing each image and its source. It contains 9 images with captions about meeting smiles, Google, office choices, straight roads, dark roads, clear roads, Wall Street, and payment amounts. Each image is sourced from Flickr with its URL listed.
Build a Better Mousetrap? Social Media Cultivating Emergency Management Com...Connie White
This document discusses how communities of practice (CoPs) in emergency management can leverage social media to share information and best practices. It notes that while some groups are functioning as CoPs without realizing it, creating effective online CoPs is challenging. Popular social media sites like Facebook and Twitter allow information to be easily shared with relevant groups. The document argues that instead of creating separate internal sites, emergency management groups should look to utilize existing social media platforms to cultivate online CoPs, as these large platforms are easy to use and have large existing user bases.
Building a social media function ellefritz - social techBrian Ellefritz
Building a social media function at your company can be divided into stages, each with it's own characteristics, challenges and opportunities. Presented at the MediaPost SocialTech 2010 conference in San Jose by Brian Ellefritz of SAP.
The document discusses various agile development methodologies. It defines agile development as delegating tasks, acknowledging change, and promoting feedback. Several specific agile methodologies are described, including extreme programming, Scrum, lean software development, feature driven development, agile unified process, Crystal, dynamic systems development method, and cowboy coding. The document provides information on principles, practices, and comparisons of these different agile methodologies.
A Dynamic Delphi Process Utilizing a Modified Thurstone Scaling Method: Colla...Connie White
In an extreme event or major disaster, very often there are both alternative actions that might be considered and far more requests for actions than can be executed immediately. The relative desirability of each option for action could be a collaborative expression of a significant number of emergency managers and experts trying to manage the most desirable alternatives at any given time, in real time. Delphi characteristics can satisfy these needs given that anyone can vote or change their vote on any two options, and voting and scaling are used to promote a group understanding. Further utilized with Thurstone’s Law of Comparative Judgment, a group decision or the range of acceptability a group is willing to consent to, can be calculated and utilized as a means of producing the best decision. A ubiquitous system for expeditious real-time decision making by large virtual teams in emergency
response environments is described.
This document summarizes trends in electronic health records (EHR) including adoption rates by specialty and practice size. It describes the Health Insurance Portability and Accountability Act (HIPAA) and its provisions to standardize electronic data transmission and protect privacy. The Continuity of Care Record (CCR) format is introduced as a standard for exchanging clinical summaries. The Certification Commission for Healthcare Information Technology (CCHIT) is working to reduce health IT investment risks through product certification.
This is a short electronic dance music track produced by Kweezzz. The song has an upbeat tempo with heavy bass synths and percussion. Layered synth melodies carry the song which builds energy throughout and ends with a climactic drop.
The story is a young handsome young male have a great time in the party, and ever more he have a little chat with a beautiful lady, he fell in love with this lady, and they decided to go to a private to have their romantic time. They went into a room in which equipped a smoke detector. When they went inside the room, the young man still held his cigarette. The cigarette activated the smoke detector and sprinkle. At the end, they both got wet by the sprinkle. The lady was very angry and she rushed out the door.
Think Smaller: Growing Small Ideas Is A Great IdeaDave Racine
The document advocates thinking smaller rather than bigger with ideas. It argues that big ideas require large budgets and efforts but often fail, while small ideas are easier to deploy. Small, unique ideas can create distinction and fuel movements. In today's competitive environment with limited resources, smaller budgets that focus tightly will be most effective for achieving maximum impact. True creativity involves developing simple solutions to complex problems. If ideas are broken down into smaller parts by removing unnecessary elements, projects can be executed better. Simplicity is the most valuable asset, so start with small ideas that can then grow bigger.
Natacha Poggio (Assistant Professor of Visual Communication Design, Hartford Art School) gave a talk at the first TEDx organized in Hartford, Connecticut: TEDx Bushnell Park, on June 22, 2013. #TEDxBushnellPark celebrated the work being done in greater Hartford to improve communities and civic spaces in both large and small ways. Natacha Poggio's presentation “Helping Communities Thrive” described the collaborative and multidisciplinary nature of the projects she has developed along with her Design Global Change students —such as a nonviolence mural on Albany Ave in downtown Hartford, and also expanded on the projects developed in India with Engineers Without Borders students from the College of Engineering, Technology and Architecture (CETA) at the University of Hartford.
Disaster Management Systems: Building Capacity for Developing Countries and ...Connie White
Some societies are more disaster prone than others due to their geographic location and the benefits provided by it. Man has co-existed in this sort of high risk/high return relationship with mother nature throughout history. Poorer societies tend to pay a higher price both in lives taken and damage – left with many secondary and equally devastating disasters that are sure to come. We know that for every $1 USD put into preventative measures, we save ~$7 that would have gone into post-disaster recovery and rebuilding efforts. There are many international agencies working to support a variety of needs in these grief stricken areas to help them build capacity and to help these societies better prepare for and respond to the disasters they will face. These efforts are guided by the Millennium Project Goals outlined in 2000. A lot has changed since then with respect to technology, mobile devices and humanitarianism. The objective of this paper is exploit how current efforts are creating capacity on the individual, organizational and 'enabling environment' levels. This paper explores the notion that a more concerted effort can be made at building Information and Communication Disaster Management Capacity in developing countries who are most susceptible due to proximity and to a lack of funds. A 'proof of concept' is provided
Evidence shows that the distinguish variables (independent, mediator and dependent) will identified the framework in Malaysian perspective how the best approaches collaboration and approaches for the agencies to response.
Bijan Yavar is a research fellow, PhD student, and founder and CEO of MEPCO. The document discusses definitions of risk, emergency, crisis, and disaster from perspectives of both certainty and uncertainty. It provides details on definitions of disaster risk and crisis from various sources. Crisis is defined as a point of change that can have both negative and positive outcomes, while disaster refers to events beyond a community's capacity to respond on its own.
Published create .........lllllDRlage..pdfLataJimma
This document discusses using assemblage theory to analyze disaster risk management. It proposes that the concept of a "disaster risk management assemblage" can be used in two ways: 1) as an overall analytical approach to studying disaster risk, and 2) to conceptualize the specific apparatuses that seek to govern disasters. The document explores how assemblage theory relates to debates around nature, scale, and causality in disasters. It argues that disasters are both natural and socially constructed. The disaster risk management assemblage framework can help address gaps in other conceptual frameworks and provide a more holistic understanding of disaster risk and its governance.
Disaster management involves decision-making, which is the major responsibility of disaster managers. Their decisions must compare alternatives and evaluate outcomes, as errors can compound over time. While some decisions strongly impact the organization, all decisions require evaluating probabilities when accurate information is unavailable. Disaster managers must prepare for risks and make plans that assign tasks and responsibilities before and during disasters. Effective disaster response minimizes harm through timely actions.
HM510Week 1 AssignmentHazard Reduction ProgramsOver the laSusanaFurman449
HM510
Week 1 Assignment
Hazard Reduction Programs
Over the last 100 years, the government has put in place a number of hazard-reduction programs as the result of various disasters. Write a 5–7-page paper analyzing the current and past governmental reduction programs (for both natural and man-made hazards) and trace the history of hazard mitigation from the 20th Century to current times. Cover Page and Reference page does not count at the 5-7 pages.
The list below contains a sample of programs:
· Flood Control Act (FCA) of 1917
· FCA of 1936
· FCA of 1938
· Federal Disaster Relief Act of 1950
· National Flood Insurance Program (NFIP)
· Disaster Relief Act of 1970
· Flood Disaster Protection Act of 1973
· Disaster Relief Act of 1974
· Earthquake Hazards Reduction Act-1977
· FEMA Established-1978
· Coastal Barriers Resource Act-1982
· Stafford Act-1988
· Hazard Mitigation Act of 2000
Your assignment should:
· Identify at least three (3) natural and three (3) man-made disaster mitigation programs, highlighting best practices
· Identify the sources for each of the programs and explain the influence of disasters on mitigation programs
· Explain how the programs were put in place
· Discuss the impact of such programs, including the program effectiveness and unresolved issues
.
4 or more references, In cite text a must !!!
In addition to fulfilling the specifics of the assignment, a successful paper must also meet the following criteria:
· Your submission should include a title page and reference page and be in 10- to 12-point font. (Arial, Courier, and Times New Roman are acceptable.)
· Viewpoint and purpose should be clearly established and sustained.
· Assignment should follow the conventions of Standard English (correct grammar, punctuation, etc.).
· Writing should be well ordered, logical, and unified, as well as original and insightful.
· Your work should display superior content, organization, style, and mechanics.
· Appropriate citation style should be followed.
You should also make sure to:
· Include a title page with full name, class name, section number, and date.
· Include introductory and concluding paragraphs and demonstrate college-level communication through the composition of original materials in Standard English.
· Use examples to support your discussion.
· List all sources on a separate reference page at the end of your paper and cite them within the body of your paper using APA format and citation style. For more information on APA guidelines, visit Academic Tools.
HM510
Week 1 DQ
Topic #1:
Mitigation, Preparedness, and Resilient Communities
What is the difference between mitigation and preparedness? How does mitigation play a role in the development of resilient communities? Why is this important to community sustainment? Provide examples of where this has occurred.
Reply to Student #1
Aston Smallwood
Mitigation, Preparedness, and Resilient Communities
In its classical meaning, mitigation refers to a sustained action ...
NRB Dec’99 1WHITHER THE EMERGENCY MANAGER 1Neil R Bri.docxhenrymartin15260
NRB Dec’99 1
WHITHER THE EMERGENCY MANAGER? 1
Neil R Britton, PhD
Ministry of Emergency Management & Civil Defence
Wellington, NEW ZEALAND2
Introduction
The invitation to comment on Thomas E Drabek’s Human System Responses to
Disaster: An Inventory of Sociological Findings provides an opportunity to reflect on
the practice of emergency management and the evolving role of the emergency manager.
This focus is timely. The past decade has brought disaster into sharp relief for many;
several large-scale impacts have occurred; and disaster costs (in lives and property
damage) have escalated. The links between community growth, land-use management
practices and vulnerability have become more apparent. These issues have taken place at a
time when the clarion call is for smaller government and more fiscal constraint. This
combination is prompting questions, particularly from central government, about the
function and value of emergency management arrangements.
It is also appropriate to re-think the emergency manager’s role in contemporary society.
Much has changed in 10 years, ranging from the burgeoning of relevant information to the
need to develop integrated management programs for responders. This is leading to a re-
definition of the task-set and a re-evaluation of the emergency manager’s job parameters.
College-level programs and other knowledge-based accreditation courses are rapidly
becoming a prerequisite. These developments are enhancing the image of emergency
management and helping it progress to being a distinctive professional sector.
This essay uses Drabek’s 1986 publication Human System Responses to Disasters as a
vehicle to reflect on major developments influencing emergency management practice. It
begins by locating Human System Responses to Disasters within the disaster sociology
literature, and argues that the book makes two major contributions to disaster study. From
here, the focus of the essay shifts from Drabek’s work to identifying elements that
characterized emergency management practice at the time when Drabek wrote his text.
The essay moves on to look at some current issues pertaining to emergency management,
and leads into a discussion of where the practice might be heading in the coming decade.
A brief return to Human System Responses to Disasters completes the discussion.
1 Paper requested by the Editor, The International Journal of Mass Emergencies and Disasters.
Statements in this paper were first presented at a session of the International Research
Committee on Disasters (ISA Research Committee 39), at the 14th World Congress of
Sociology, Montreal (Quebec), Canada. 26 July - 1 August 1998. The session explored the
contribution of Thomas E Drabek’s textbook Human System Responses to Disaster: An
Inventory of Sociological Findings.
2 Neil Britton manages the Sector Development and Education unit in the Ministry of Emergency
Management & Civil Defence. The commen.
We documented and illustrated the use of a data collection and analysis suite, SenseMaker, that was designed to collect and work with narrative fragments. The approach presented adds a new and inherently mixed tool to the mixed methods toolbox. Despite its novelty and potential utility, little has been written in the academic literature on the application of SenseMaker to complex problems. To the best of our knowledge, the approach has not been used in relation to climate change or climate change adaptation and has not been presented in the mixed methods literature. We sought to contribute to filling this gap through describing the approach used to generate the data that underpin the articles in this special feature. Our purpose was to illustrate some of the potential and most notable challenges of using the SenseMaker data collection and analysis process in a complex domain through examining adaptation to climate change. Our overview was not exhaustive but rather sought to highlight capabilities and challenges through examining experiences of adaptation from a stages of change perspective. SenseMaker provides a remarkably powerful tool for the capture of micronarratives of complex phenomena such as climate change. The capacity to have respondents interpret, i.e., make sense of, their own narratives is an important innovation that provides one plausible solution to the problem of analysts coding narratives.
Coping with Disaster discusses emergency preparedness and disaster management at the city-wide or larger level. It defines a disaster as an unexpected calamity that overwhelms normal coping mechanisms, requiring extraordinary measures. A disaster risks significant human suffering and economic losses. Developing an effective disaster response plan involves assessing risks and available resources. The plan should address different disaster scenarios, objectives, tasks, responsibilities, and needs like supplies, logistics, funding, and communication systems. Rehearsals help ensure those involved maintain skills and improve any issues in the plan.
Evaluating Platforms for Community Sensemaking: Using the Case of the Kenyan ...COMRADES project
This document describes a study that evaluated how platforms can support community sensemaking during disruptive events. The researchers conducted a scenario-based evaluation using data from Kenya's 2017 elections. Twelve students participated in the evaluation. They were given the task of mapping reports of voting incidents and irregularities from Kenya's Uchaguzi platform to assess the validity of the elections and support security forces. The goal was to examine how such a platform could aid non-mandated responders' situational understanding. Data was collected on the participants' sensemaking process to identify requirements for resilience platforms and inform future research.
Decision support systems – current state and development trendsElena Susnea
Susnea E. (2013). Decision support systems – current state and development trends, " Bulletin of the'Carol I'National Defence University", Jan-Mar2013, Iss. 1 (pp.121-127).
Crisis management and The Art of Problem SolvingTANKO AHMED fwc
The knowledge and skill for crisis management is imperative to all individuals, groups or agencies, particularly to the youth in a crises-ridden time and space like Nigeria. This paper attempts to describe the meaning and understanding of crisis management to a group of educated, smart and active young people in the pursuit of in leadership and professional competence. Models and theories associated with crisis management are employed to outline strategies for problem-solving in crisis management. The way forward calls for a clear and active role for youth in crisis management. It is recommended for youth, to actively engage in seeking for knowledge and skills, including clear thinking on what to do in times of crisis.
2006 StrongAngel III - integrated disaster response demonstration in San Diego. Directed by mentor Dr. Eric Rasmussen,MD,MDM,FACP http://about.me/EricRasmussenMD
HM500 Crisis and Emergency ManagementUnit 5 DQTopic 1 PrepaSusanaFurman449
HM500 Crisis and Emergency Management
Unit 5 DQ
Topic 1: Preparedness for Terrorist Attacks
Since September 11, there has been a significant focus on preparedness for terrorist attacks. The response to Katrina highlighted significant shortcomings in response to the impact of natural disasters. Based upon your text and outside readings, what do you see as the improvements required to adequately respond to terrorist threats and attacks, as well as hurricanes like Katrina, earthquakes, and other natural disasters? Does preparing for one emergency assist in preparing for the other type of disaster? What organizations within the community would you engage in preparing an emergency response plan to both terrorist attacks and natural disasters?
Topic 1: Reply to Student #1 Below (Help the student, give advice)
Courtney Wheeler
Terrorist attacks can be different than natural disasters, there is a wide range of attacks that can happen. Emergency managers should look at preparedness needs the community needs, depending upon the consequences of the attack, what the community can do to mitigate or prevent an attack from happening, how the community should respond to attacks, and what will be needed for the long-term recovery process (Haddow, et al., 2021, pg. 405). With natural disasters, the best thing is to be prepared for any level of disaster, what I mean by this is there needs to be emergency plans for a level 4 or 5 hurricane, but a level 1 hurricane as well. I think that preparing for one emergency disaster can help in preparing for future disasters, you learn and experience things as they happen, and you can take that knowledge into plans for future emergencies. I would engage with emergency responders, neighboring communities to get extra help, local TV networks to help get information out about evacuation plans, hospitals, and the American Red-Cross.
Haddow, D.G., Bullock, A.J. & Coppola, P.D. (2021). Introduction to emergency management (7th ed). Butterworth-Heinemann.
Topic 1: Reply to Student #2 Below (Help the student, give advice)
Matthew Burdette
Several improvements will be required to adequately respond to terrorist threats and attacks, major hurricanes and earthquakes, and other natural disasters. The shift from an “all hazards approach” to a “single-hazard approach” was certain to cause issues in the future as the focus seemed to be on the threat of terrorist attacks and not on the possibility of other disasters (Haddow et al., 2021). In the first 20 years of the reorganization of DHS and FEMA, many issues arose particularly with leadership roles and the chain of command. In other words, who should be called during emergency situations and in what order, and who is in control? According to Haddow et al. (2021), Bush’s reorganization and creation of the new “Homeland Security Presidential Directive” merged approximately 179,000 employees from 22 pre-existing agencies and programs into one “cabinet-level” organization” (p. 14). ...
Disaster risk assessment pattern in higher education centersGJESM Publication
Disasters are one of the most important challenges which must be considered by every management system. Higher education centers have high disaster risk because of their risk factors (existence of historical and scientific documents and resources and expensive laboratory equipment in these centers emphasizes the importance of
disaster management). Moreover, the existence of young volunteers of human resources in universities urges the
necessity of making these people familiar with disaster management rules and responses in emergency conditions. Creating appropriate tools for disaster management assessment makes it correct and precise in higher education systems using the presented conceptual model. The present model was planned so as to cover three phases which exist before, during, and after disaster. Studies were performed in one of the largest higher education centers in Tehran: Science and Research Branch of Islamic Azad University Campus. Results showed high-risk disasters in these centers
which must be taken into consideration continuously. The objective of this study was to create appropriate patterns of
disaster risk management in these centers.
AN INTEGRATED STRATEGIC DISASTER MANAGEMENT MODEL FOR ADMINISTRATIONFinni Rice
This document discusses an integrated strategic disaster management model for administration. It begins by defining disasters and outlining what is known about disaster management. Disasters are defined as severe disruptions that overwhelm a society's ability to cope without outside aid. The phases of the disaster management cycle are preparedness, mitigation, response and recovery. The document then proposes an integrated disaster management strategy model that builds on previous frameworks. It aims to help administrative officials better understand disaster challenges and make more informed decisions through strategic guidelines tailored to disasters.
Fear & Lothing on the Frontlines: First-Responder Perspectives on Disasterchubbm
Presentation on behalf of the Regenhard Center for Emergency Response Studies at the Academy of Critical Incident Analysis Conference, New York, NY, October 2008. New York
This document summarizes a longer document about Project White Horse 084640, which aims to develop a concept for training commander leader teams (CLTs) to make better time-critical decisions during crisis response. It does this by:
1) Framing situations as "worst cases" like terrorism or major disasters.
2) Focusing on CLTs, which are teams composed of leaders from different response organizations.
3) Adding the element of time pressure to decision-making.
The document summarizes Chapter 1 of the book "Crisis Intervention: The Criminal Justice Response to Chaos, Mayhem, and Disaster" by William Harmening. It defines crisis as an event that causes internal and external systems of control to become stressed, requiring third-party intervention. It discusses classifying crises based on their potential impact, the history of crisis intervention in America from the 1700s to today, and the five steps of modern crisis intervention: response, containment, de-escalation, remediation, and prevention.
International Relations and Disasters - Page Num EditSeth Roach
This document summarizes a research paper that explores the potential for applying the American Incident Command System (ICS) model for disaster response internationally. The author analyzes ICS and other command systems used worldwide to determine if they could be effective models for coordinating multi-jurisdictional disaster responses. The paper uses the 2014 King Fire in California as a case study to show how ICS criteria were effectively applied even during a massive response. The author argues that with increasing globalization, a coordinated international emergency management system is needed and that ICS shows promise as an adaptable framework for multi-national disaster response.
تم تجهيز محاكاة شاملة لفيروس سيطلق عليه SPARS، ينتشر بسرعة، ثم يكتشفون علاج، ثم يكتشفون أنه يصيب الأطفال أكثر من الكبار، ثم يصنعون ملقحات، ثم يخرج أناس ضد الملقحات، ثم ينتشر مضادات حيوية غير صالحة، ثم يكون هناك أطفال ملقحين يصابون بأمراض عصبية، إلخ
Similar to Decision making during extreme events (20)
Social Media, Crisis Communication, Emergency Mgmt & Drone Technology in Heal...Connie White
A presentation for Region 2 North Healthcare Coalition - 2017 Annual Conference on using Social Media, Crisis Communication, Emergency Mgmt & Drone Technology in Healthcare
Technological Advances Leveraging Use of Small Unmanned Aerial Vehicles (UAV...Connie White
Unmanned Aerial Vehicles (UAVs), better known as drones, historically have been used primarily by the military due to availability, costs, size, usability and other factors. Advances in technology in recent years have remedied this situation. The main objective of this paper is to identify complementary emerging technologies to provide a state-of-the-art combination that is easy for emergency managers to obtain and use. This will offer duplicate functions once found to be cost prohibitive for emergency managers. We identify ways that when combined together can be further integrated into the various aspects of emergency management, along with identifying considerations that can be made to fulfill emergency management requirements. Specific technologies were identified, obtained and used to design a small UAV with cameras providing a variety of capabilities, including thermal imaging. Future research including alternative light sources is discussed. Research ideas that were generated during the exploratory work are presented in this paper.
Emergency Management Information System Support Rectifying 1st Responder Role...Connie White
Role abandonment once was considered unlikely by research scientists; however emergency management officials have experienced catastrophic events that counter prior assumptions. Event types such as deluges and pandemics surface as scenarios supporting one set of examples. We explore a different angle, focusing on individual practitioners including: (1) fire, (2) police and (3) emergency medical services. Surveys were taken by the various practitioner group types. Results suggested that there may be role abandonment issues, differing from one practitioner type to another, each with unique reasons given the event type. Although communities and individual emergency officials may never encounter such situations, it’s imperative that this event type be taken into account during the design and implementation of disaster management systems. Systems developed should be designed to support and modify needs given the size and magnitude of the event, be it an routine emergency, a larger disaster or a 'once in a lifetime' catastrophic event. In this case, we focus on human resources. It is for this reason that we believe that algorithms be identified, developed and implemented so that such information be accessible to emergency officials, should this rare situation arise.
Disaster Management Systems: Building Capacity for Developing Countries and ...Connie White
The document discusses building disaster management capacity in developing countries through information and communication technologies. It outlines how increasing internet penetration and use of mobile devices and social media can help take humanitarians and organizations online, disseminate information, and enable two-way communication. Various software tools, communities, and methods are presented for building individual, institutional, and systemic capacity at national and local levels. Aligning these capacity building efforts with targets in the Hyogo Framework for Action is also discussed.
This document defines key concepts related to computer security including confidentiality, integrity, availability, accountability, and privacy. It provides definitions from NIST for computer security and outlines threats to each security concept. Examples of threats include malware, intruders, social engineering, insecure networks, and poorly administered systems that can compromise confidentiality, integrity, and availability. The document also discusses authentication and authorization methods, as well as the importance of system logs and audit trails for accountability.
This document discusses ongoing research into using social media to support emergency response, situational awareness, and information warfare. Specifically, it examines building situational awareness during emergencies by monitoring social media for real-time information about power outages, damaged infrastructure, communications issues, public health concerns, and response efforts. It also looks at challenges with using social media for decision support during crises and potential solutions involving local wireless networks, trust analysis of messages, information filtering, and dashboard tools.
An Online Social Network for Emergency ManagementConnie White
This document proposes investigating whether an online social network could help facilitate collaboration across different emergency management organizations. It discusses how social networking sites are becoming more popular tools for mass collaboration. The researchers conducted a survey of emergency management students to get preliminary feedback on using social networks for emergency coordination. The results showed strong agreement that social networks could effectively support information sharing and communication during emergencies. The researchers plan to further engage emergency professionals to understand their needs and how a social network could best serve the emergency domain.
Indiana Public Safety Academy - Social Media in K-12 SchoolsConnie White
This document discusses the use of social media for crisis communications and emergency management. It provides examples of how social media has changed communication through social networks like Facebook and sharing of photos and videos on sites like YouTube. The document argues that social media can be leveraged by schools, local governments, and other organizations to share information quickly during emergencies through platforms like Twitter, Facebook, and text messaging. It provides tips on integrating social media into an organization's communication strategy and monitoring for issues like bullying online.
Web 2.0 Technology Building Situational Awareness: Free and Open Source Too...Connie White
covers ways to use web apps, smart phones and free disaster management software like Sahana Eden, which offer agencies free and open source tools to customize and build situational awareness for their own agency or organizational needs.
A Holistic Approach to Evaluating Social Media's Successful Implementation in...Connie White
As emergency management agencies and organizations implement social media and web technology to support crisis information and communication efforts, many question if present strategies are beneficial. This is especially true if social media is being implemented for the first time or has not been experienced in a live disaster. Studies have been conducted providing information on a variety of interactions between Social Media and Emergency Management (SMEM). However, few have taken a formal scientific approach as a means of measurement providing a 'Comprehensive Performance Metric.' Performance metrics need to have consistency while providing room for implementing unique measurement criteria for individualized efforts. We offer a research design using field studies of real world cases, evaluating rural and metropolitan areas. The result produces a set of 'Best Practices' through implementation. By offering a means of measuring success, SMEM can continue to evolve by using a methodologically sound approach using social media.
Social Media Empowering a Global Response #IDCExpoConnie White
The document discusses how social media could have empowered response efforts if Hurricane Katrina had occurred in 2012, rather than 2005. It outlines how social media allows for organizing aid efforts, raising money, taking donations, and supporting response goals. It also describes how social media provides a way to warn people, share situational updates, and maintain communication even when infrastructure is damaged by a disaster. Finally, it discusses how response agencies could have monitored social media to better understand public needs during Hurricane Katrina.
Social Media, Crisis Communication and Emergency Management: Leveraging Web 2...Connie White
Detailing guidelines and safe practices for using social media across a range of emergency management applications‚ Social Media, Crisis Communication, and Emergency Management: Leveraging Web 2.0 Technologies supplies cutting-edge methods to help you inform the public‚ reduce information overload‚ and ultimately‚ save more lives.
Introduces collaborative mapping tools that can be customized to your needs
Explores free and open-source disaster management systems‚ such as Sahana and Ushahidi
Covers freely available social media technologies—including Facebook‚ Twitter‚ and YouTube
Social Media in Crisis Management: ISCRAM Summer School 2011Connie White
This is a lecture for PhD students at a summer school hosted by Information Systems for Crisis Response and Management, ISCRAM www.iscram.org. This lecture covers social media and the information systems concepts that show how social media can support emergency management.
These are the slides to support my talk for the Emergency Management Association of Georgia May 26, 2011 Savannah Situational Awareness workshop. The message is that people, technology, social media and emergency management can all build a better awareness together using a mobile platform.
#EMAG2011 Use Social Media Now for Emergency ManagementConnie White
This is the presentation given at the Emergency Management Association of Georgia Training Summit in Savannah, May 25, 2011. It covers the various types of social media communication structures, what the public thinks, expects from the Red Cross Study and then offers major reasons to implement social media now.
Cherokee County Tornado Drill testing Social MediaConnie White
This is a drill that was conducted as part of a graduate course on Information Technology for Emergency Management. The test sites of social networking sites have been removed from public access.
Sahana Foundation’s Response to Haiti EarthquakeConnie White
Sahana Foundation provided several key services in response to the 2010 Haiti earthquake including a missing person registry, mapping services, an organization registry, hospital management, and a volunteer registry. They worked with various organizations like Google, the US National Library of Medicine, OpenStreetMap, and the World Food Programme. Their services helped coordinate response efforts, locate trapped individuals, and manage requests for food and other resources.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
japanese language course in delhi near meheyfairies7
Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
63662490260Kalyan chart, satta matta matka 143, satta matka jodi fix , matka boss OTC 420, Indian Satta, India matka, matka ank, spbossmatka, online satta matka game play, live satta matka results, fix fix fix satta namber, free satta matka games, Kalyan matka jodi chart, Kalyan weekly final anl matka 420
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
L'indice de performance des ports à conteneurs de l'année 2023
Decision making during extreme events
1. Factors that Influence Crisis Managers and their Decision Making Ability
During Extreme Events
Introduction
The purpose of this article is to review the major problem areas that are
considered when emergency professionals make decisions responding to
extreme events. ―An emergency is by definition a unique and unpredictable
event, and it is seldom possible, even in retrospect, to assess what the outcome
of an emergency response would have been if alternative measures had been
followed‖ (Danielsson and Ohlsson, 1999, p. 92).
The problems are unambiguous and recurring themes appear in the literature.
Clausewitz offers a cohesive observation outlining these problematic areas:
―A commander must continually face situations involving
uncertainties, questionable or incomplete data or several
possible alternatives. As the primary decision maker, he, with
the assistance of his staff, must not only decide what to do and
how to do it, but he must also recognize if and when he must
make a decision‖ (Clausewitz, 1976, p. 383).
This research is important because the needs of the EM must be identified from
the literature found within the emergency domain. It is important for the results
of studies confirming the task type, needs and considerations of the practitioners
themselves to be observed so that technology, exercises, policy and procedures
can be developed to support the needs of decision makers for a rapid response
and recovery given a catastrophic even has occurred.
Stress is an understandable emotion felt by EM. EM must make life and death
decisions especially where such tragedies requiring triage may have to be
decided in the selection criterion between groups of people (Kowalski-
Trakofler, Vaught and Scharf, 2003). Another source of stress arises when
decisions must be made under severe time constraints (Rodriquez, 1997,
Kowalski-Trakofler, et. al, 2003). DMs have to forecast and make predictions
given the uncertainty in expectations of future events (Rodriguez, 1997). Time
is precious, and accurate decisions must be made along a time line at particular
points in time over the duration of the event as a disaster evolves (Brehmer,
1987; Danielsson and Ohlsson, 1999). ―The operational commander
continually faces an uncertain environment‖ (Rodriguez, 1997, p. 5).
1
2. Critical judgments must be made where large amounts of information are
available for consderation creating information overload. To make matters
worse, this information can be wrong or incomplete (Kowalski-Trakofler, et. al,
2003) or sufficient time may be lacking to gain the perfect and complete
information needed before the decision is made (Rodriquez, 1997). ―In dealing
with the uncertainty of a continually changing environment, the decision maker
must achieve a trade-off between the cost of action and the risk of non-action‖
(Kowalski-Trakofler and Vaught, 2003, p. 283). Sometimes these decisions are
made on the decision maker‘s (DM) assumptions and intuition when
information is not attainable (Rodriquez, 1997).
Small events occur frequently, and catastrophic events occur rarely (Hyndman
and Hyndman, 2006). Protocols or heuristics can be used for the emergencies
that are smaller and occur frequently. However, management is posed with the
problem of not having any or little prior experience to larger events where
national boundaries are ignored and the demands of the resources needed far
exceed the availability of supply. Research reveals that extreme events have
different characteristics from smaller disasters (Skertchly and Skertchly, 2001).
This calls for a dynamic approach to decision making to fit the task due to the
overwhelming nature of these extreme events considered with the limitations of
a human‘s mental capacity and ability to manage a large set of ongoing
problems at any one time. A major problem exists in a decision maker‘s ability
to effectively manage all of the ongoing events simultaneously during an
extreme event (Danielsson and Ohlsson, 1999; Kerstholt, 1996).
One person is in charge of making the final decision for action, but this is a
collaborative effort of numerous stakeholders sharing numerous overlapping
tasks. ―As complexity increases, it becomes impossible for a single individual
with the limited information processing capacity to gain control‖ (Danieisson
and Ohisson, 1999, p. 93). A dynamic decision making approach is a much
needed method due to the inherent nature of the chaos characteristic of extreme
events (Danielsson and Ohlsson 1999). Extreme events need to be managed
using structure with flexibility to improvise or adapt where necessary to achieve
agility (Harrald, 2009).
In the remainder of this chapter, these facets will be elaborated, further probing
deeper into the needs of emergency managers. First, how extreme events are
different from small emergencies and must be approached as a different task
type is covered. Second, extreme events are a wicked problem, and these
characteristics are laid out and matched with extreme events. Good versus bad
2
3. characteristics in EM decision making from the literature are listed. Third,
types of bias that are specific in emergency situations and decision making are
covered. Next, literature findings concerning time, stress and information
overload are provided. Methods describing how EM handles information
presently are discussed and related to other research concepts already explored
in this research effort. Next, research indicating how feedback and expert
intuition are used to manage uncertainty is examined.
Extreme Events
Large scale extreme events are not like small emergencies. Small emergencies
occur regularly where most decisions are rule based due to the experience of the
event (Rasmussen, 1983). This is referred to as procedural expertise (Adams
and Ericsson, 2000). In the event that a small emergency should occur, the EM
may not even be notified because firefighters, police and emergency medical
attendants already know how to proceed (Danielsson and Ohlsson, 1999). On
the other hand, extreme events present a different set of characteristics due to
the problem type and task structure (Campbell, 1999; Mitchell, 1999; McLellan,
et. al, 2003).
In large-scale operations, the cognitive demands on the EM are severe
(Danielsson and Ohlsson, 1999). Team coordination strategies will evolve from
explicit coordination under low workload conditions to implicit coordination as
work load increases. Large-scale emergency operations imply distributed
decision making in that decisions are disseminated among many stakeholders,
of which no single individual has complete knowledge of the current situation
(Danielsson and Ohlsson, 1999; Mitchell, 1999; Kowalski-Trakofler and
Vaught, 2003).
Wicked Problems
Extreme events possess characteristics, are problem types and have task
structures that are categorized as wicked. Wicked problems are volatile and of a
very dynamic nature with considerable uncertainty and ambiguity (Horn, 2005).
Wicked problems are ongoing and have no stopping rule (Rittel and Webber,
1973, Digh, 2000). They are never resolved and change over time (Conklin,
1998). Wicked problems are solved per se when they no longer are of interest
to the stakeholders, when resources are depleted or when the political agenda
changes (Horst and Webber, 1973). Many stakeholders with multiple value
conflicts redefine what the problem is repeatedly, reconsider what the causal
3
4. factors are and have multiple views of how to approach and hopefully deal with
the problem (Rittel and Webber, 1973, Conklin, 1998, Digh, 2000). Getting and
maintaining agreement amongst the stakeholders is most difficult because each
has their own perception and, thus, opinion of what is best (Rittel and Webber,
1973).
Extreme events possess the characteristics of those found within the definitions
of wicked problems. ―Each dysfunctional event has its own unique
characteristics, impacts, and legacies‖ (Skertchly and Skertchly, 2001, p. 23).
For example, catastrophic disasters have the following attributes and
dimensions many of which are the same as those described in wicked problems:
*They don‘t have any rules.
Often, emergency services are insufficient to cope with the demands given
the limited amount of available resources.
Vital resources are damaged and nonfunctional.
*Procedures for dealing with the situation are inadequate.
*No solutions for resolution exist on a short-term basis.
*Events continue to escalate.
*Serious differences of opinion arise about how things should be
managed.
The government of the day and the bureaucracy becomes seriously
involved.
The public takes an armchair position and is fed by the media.
*The number of authorities and officials involved are growing.
*Sometimes simply trying to identify which of the emergency services and
investigative bodies is doing what results in complete chaos.
The need to know who is in charge is urgent (Campbell 1999, 52).
*are characteristic of wicked problems
EM tasks differ from control task types in that, no two events are the same so
different decision processes are required to be implemented. Interacting
variables are many, and the domain is ill defined and unknown at times
(Danielsson and Ohlsson, 1999). An EM cannot project any future decisions
with any degree of accuracy due to all of the variables that are involved and all
of the different scenarios that can exist due to the great amount of uncertainty
involved and lack of experience of the unknown (Newport: 1996).
4
5. Decision Making in Emergency Management
Decision tasks are perceived to be difficult by the EM where issues involving
life saving operations such as evacuations or triage have the potential to have
devastating results if not conducted accurately (Danielsson and Ohlsson, 1999).
Studies show an EMs most difficult aspects of work are:
Lack of routine and practice–refers to the infrequency of major
accidents, making it difficult to get experiences of the command and
control proper.
Communicational shortcomings
o Information overload is salient during the initial phase of an
emergency response and is seen as especially severe if no staff
members are available to perform communication duties.
o Technical equipment inadequacy
o Lack of skills in handling communication equipment
Feelings of isolation–lack of peers with whom to discuss common
problems (Danielsson and Ohlsson 1999, p. 94).
Other psychological processes are associated with decisions made by EMs.
Effective decision makers must take many factors of the environment into
consideration to understand that these are complex, dynamic, time-pressured,
high-stakes, multi-person task environments (McLellan, et. al, 2003).
Some hazard conceptualization and management problems developed from
Mitchell, 1999 are presented:
*Lack of agreement about definition and identification of problems
*Lack of awareness of natural and unnatural (human-made)
hazards
*Lack of future forecasting capabilities
*Misperception of misjudgment of risks associated with hazards
Deliberate misrepresentation of hazards and risks
*Lack of awareness of appropriate responses
*Lack of expertise to make use of responses
Lack of money or resources to pay for responses
5
6. *Lack of coordination among institutions and organizations
Lack of attention to relationship between ‗disasters‘ and
‗development‘
Failure to treat hazards as contextual problem whose components
require simultaneous attention
Lack of access by affected populations to decision making
Lack of public confidence in scientific knowledge
Lack of capable and enlightened political leadership
*Conflicting goals among populations at risk
*Fluctuating salience of hazards
Public opposition by negatively affected individuals and groups.
*wicked characteristics
Many of these are also characteristic of the wicked problem types defined
earlier and have characteristics in common with those of extreme events (Rittel
and Webber, 1973; Campbell 1999).
Time
―Time lost is always a disadvantage that is bound in some way
to weaken he who loses it‖ (Clauswitz, 1976, p. 383).
Time is a critical factor that further complicates the decision making process. In
extreme events, an EM must consider an enormous number of factors quickly
(Kowalski-Trakofler, et. al, 2003). Decisions must be made, sometimes forced
due to time constraints. ―The faster a decision has to be made, the less time the
information processing system has to convert or gather enough accurate
information to convert assumptions to facts‖ (Rodriquez, 1997, p7-8). This
means that decisions are made under uncertainty and without full consideration.
An EM must weigh delaying the decision making against the negative
consequences that may occur while waiting for more requested information
(Kowalski-Trakofler and Vaught, 2003). Once time has passed, alternative
actions are no longer possible and perhaps the best decision has been bypassed
leaving only less optimal conditions from which to choose.
Kowalski-Trakofler and Vaught conducted a study of good decision making
characteristics under life threatening situations. They found that, during any
phase of the decision making process, a set of factors could significantly impact
one‘s ability to deal with complex problems under time critical situations.
These factors are:
6
7. Psychomotor skills, knowledge and attitude
Information quality and completeness
Stress–generated both by the problem at hand and any existing
background problem
The complexity of elements that must be attended (2003, p. 285).
One research finding indicates that performance can be maintained under time
pressure if the communication changes from explicit to implicit (Serfaty and
Entin, 1993). They found that ―Implicit coordination patterns, anticipatory
behavior, and redirection of the team communication strategy are evident under
conditions of increased time-pressure. The authors conclude that effective
changes in communication patterns may involve updating team members,
regularly anticipating the needs of others by offering unrequested information,
minimizing interruptions, and articulating plans at a high level in order to allow
flexibility in the role of front-line emergency responders‖ (Serfaty and Entin,
1993).
Stress
Stress is defined as ―a process by which certain work demands evoke an
appraisal process in which perceived demands exceed resources and result in
undesirable physiological, emotional, cognitive and social changes‖ (Salas,
Driskell, and Hughs, 1996, p.6).
Information during an emergency can be the source of stress in many ways
(Kowalski-Trakofler, et. al, 2003). First, due to technical malfunctions or just
poor implementation, the initial warnings can be ambiguous and create a greater
need for clarity in a situation. This causes the situation to be interpreted
differently and leads to different interpretations in how people are to respond.
Another stressor due to information mismanagement is when people do not fully
understand what is going on or have disagreement between stakeholders on the
situation; the right information is not gathered. This wastes time and causes
more stress and aggravation. Other stressors come from poor leadership. If
leadership is weak, then it adds to worse decisions or no decisions being made
and can result in confusion. Last, when technology or other apparatus fails, this
leaves people without information and the inability to keep current with
response efforts and will add more stress (Kowalski-Trakofler, et. al, 2003).
Stress is a major factor in decision making especially during life critical
situations (Kowalski-Trakofler, et. al, 2003). One of the primary stressors is the
7
8. lack of information immediately after the event during the early phase of the
emergency response where it concerns determining scale and the characteristics
of damage (Danielsson and Ohlsson, 1999).
A major problem occurs when people are making decisions under stress that
leads to poor decision making. Research shows all of the feasible choices are
not considered, and a decision is likely to be made prematurely (Keinan,
Friedland, and Ben-Porath, 1987). This is not good because no matter how
experienced a DM may be, they will be confronted with situations they have not
experienced previously (Harrald, 2009). So, all of the influential information
that time allows should be considered in order to make the most appropriate
decision.
Information Overload
Good incident commanders function as if they have a good practical
understanding of the limitations of their information processing system, and the
corresponding limitations of others (McLellan, et. al, 2003). In particular, they
operated in such a manner that (a) their effective working memory capacity was
not exceeded, (b) they monitored and regulated their emotions and their arousal
level, and (c) they communicated with subordinates in ways that took into
account subordinates‘ working memory capacity limitations. The foundation of
their ability to manage their own information load effectively seems to be prior
learning from past experience.
Studies show that during an emergency, information quality varies on three
dimensions: reliability, availability and relevance (Danielsson and Ohlsson,
1999). The decision to use information at any given time and the weight of the
usage of the information is based on these dimensions.
Bias
Many forms of bias exist when it comes to decision making, but emergency
management has a set that is associated with disastrous leadership. Research
indicates that this is from a lack of self awareness which is a normal reaction
concerning information processing. Table 2.1 lists the bias types along with a
brief description derived by Adams & Ericsson (2000).
Table Bias in Emergency Management Decision Making
Bias Type Description
8
9. Sunk- Persisting with a tactic, which to the dispassionate observer
costs is demonstrably ineffectual, simply because time and
resources have already been invested in the tactic.
Optimism Choosing a course of action which necessitates nothing
whatsoever going wrong if it is to succeed. For example,
positioning a crew on steep sloping terrain with high levels
of burnable material above and below them.
Need for Good incident commanders frequently report having to
Action deliberately exercise self-restraint so as not to precipitately
commit resources to a course of action before completing a
thorough situation assessment
Linear Associated with disastrous incident command at wildland
Rate of fires; human beings seem to be incapable of accurately
Change predicting non-linear rates of change.
Muddling Through
A large amount of information must be considered in a very small amount of
time. Time to fully explore all alternatives is lacking not to mention, stress has
a tendency to make DM focus narrowly on the list of available alternatives.
Studies found that good DM only focus on the most feasible and reliable
solutions and eliminate the nonessential information (Kowalski-Trakofler, et. al,
2003). This does not compromise the DM ability to make good decisions, but
rather, simplifies the process allowing them to focus on the critical issues.
This same approach was validated by other research studying decision processes
of good DM (McLellan, et. al, 2003). The study indicated that all of the
information was scanned but focus was only considered on a ‗need to know‘
basis and only on the relevant factors which needed to be considered.
This decision making strategy is described by Charles Lindblom that he refers
to as Muddling Through (Lindblom, 1959, Lindblom 1979). This employs
methods that help a (DM) focus on the most relevant subgroup, given a list of
alternatives from which to choose for any given task. Muddling through a
problem guides decision makers to direct their focus into selecting incremental
changes.
Uncertainty
The demands on emergency management are described by The Catastrophic
Annex to the National Response Plan (NRP; DHS 2004): ―A detailed and
9
10. credible common operating picture may not be achievable for 24 to 48 hours (or
longer). ―As a result, response activities must begin without the benefit of a
detailed or complete situation and critical needs assessment‖ (Harrald, 2006, p.
258). Due to the nature of an extreme event, many judgments must be made
with information that is often ambiguous, wrong and incomplete (Kowalski-
Trakofler, et. al, 2003). The operational activities involve ―hierarchical teams
of trained individuals, using specialized equipment, whose efforts must be
coordinated via command, control, and communication processes to achieve
specified objectives under conditions of threat, uncertainty, and limited
resources, both human and material‖ (McLellan, et. al, 2003, p. 2).
Not only are the decisions made presently under dicey information, but
forecasting future events also poses a challenge due to the uncertainty in the
future events as they play out over the duration of the extreme event
(Rodriguez, 1997). ―To make decisions about an uncertain future, the
commander must make many assumptions. Intuitive thinking is an important
skill in the ability to make a sound assumption‖ (Rodriguez, 1997, p1). This is
where the experts are using intuition to fill gaps in information needs.
Feedback
Timely and reliable feedback is one means to help DM make good judgments.
One type of uncertainty is from the lack of feedback or reported information
from the initial assessment from affected areas. Particularly annoying to EM
can be in the lack of feedback where the next decision cannot be made without
the present information acquired especially when the damage cannot be
visualized (Danielsson and Ohlsson, 1999). This can have detrimental effects
on the outcome of the event, because the DM performance is diminished.
Expert Intuition
Assumptions are used by DM to fill in gaps where uncertainty exists
(Rodruguez, 1997). Intuition plays a large role in filling in these gaps and can
have good consequences from those with experience. ―For experienced
commanders, intuition fills in the decision making processes where imperfect
information leaves off‖ (Battle Command, 1994, p. 25).
A study conducted on a large group of top executives supports the concept that
intuition was used to guide critical decision making situations. The situations
and environments in which intuition was mostly used and helpful were found to
be where:
10
11. A high level of uncertainty exists
The event has little previous precedent
Variables are often not scientifically predictable
―Facts are limited‖
Facts do not clearly point the way to go
Time is limited and the pressure is to be right
Several plausible alternative solutions are available to choose from, with
good arguments for each (Argot, 1986, p 18)
When considering the issue of analytical versus intuition judgment, the National
Institute for Occupational Safety and Health (NIOSH) reported:
“The point here is that research which focuses on judgment
must include scrutiny not only of decisions that are made, but
also of real-world variables that influence them. The quality of
any decision may have little or no direct relationship to the
eventual outcome of its execution in a given situation. This is
because a decision-maker is constrained not only by the stress
of the situation or personal knowledge and attitudes, but also
because he or she can only weigh information that is available”
(Kowalski-Trakofler, et. al, 2003, p. 286).
Normal decision making techniques do not suffice in such complex situations as
extreme events. Characteristics were identified as:
Novelty—the officer had never encountered such a situation before,
Opacity—needed information was not available,
Resource inadequacy—the resources currently available were not
sufficient to permit an optimal response (McLellan, et. al, 2003, p. 3).
The EM is continually facing an uncertain environment. There is insufficient
time for the EM to get the correct information they need and this must be
weighed against the need to make a decision at a particular time, so he/she must
rely on assumptions and intuition. Intuition helps the DM to make decisions
faster and more accurately, contributing to initiative and agility (Rodriguez,
1997).
Conclusion
11
12. Decision making by emergency managers in extreme events has problem areas
that need support in order to minimize the disastrous effects that can cripple the
outcome and recovery efforts. This is a review of the research literature
specifically from the emergency domain. The problem areas identified are time,
stress, information overload, bias, and delayed feedback. Considerations must
be made when developing technology, writing policies, conducting exercises
and such occur. Flexibility needs to be incorporated so that a basic set of rules
or procedures can be modified or implemented to fit the various needs and
scenarios that can play out given an extreme event.
References
Adams, R. J. & Ericsson, A. E. (2000). Intoduction to the cognitive processes of
expert pilots. Journal of Human Performance in Extreme Environments, 5(1), 44-
62.
Agor, W.H., The Logic of Intuitive Decision Making (New Yorik: Quorom,
1986), 18.
Battle Command. Leadership and Decision Making for War and Operations
Other than War. Fort Leavenworth, Kansas: Battle Command Battle Laboratory,
22 April 1994.
Baumgart, L, Bass, E., Philips, B. and Kloesel, K. Emergency Management
Decision-Making During Severe Weather, Weather and Forecasting, In Press,
2008.
Campbell, R. 1999, ‗Controlling Crisis Chaos‘, Journal of Emergency
Management Australia, Vol. 14, No. 3, pp. 51-54.
Clausewitz, Carl Von, On War. Princeton, New Jersey: Princeton University
Press 1984.
Danieisson, M. and Ohisson, K. Decision Making in Emergency Management: A
Survey Study. International Journal of Cognitive Ergonomics, 1999, 3(2), 91-99.
Harrald, J. Aginlitly and Discipline: Critical Success Factors for Disaster
Response. Annals, AAPSS, 604, March 2006.
12
13. Harrald, J. Achieving Agility in Disaster Management. International Journal of
Information Systems and Crisis Management, Volume I, Issue I, 2009.
Keinan, G., Friedland, N. and Ben-Porath, Y. (1987) .Decision-making under
stress: Scanning of alternatives under physical threat., Acta Psychologica,
Elsevier Science Publishers B.V., North Holland, Vol. 64, pp.219.228.
Kerstholt, J. Dynamic Decision Making. TNO Human Factors Netherlands,
1996.
Kontogiannis, T. and Kossiavelou, Z., Stress and team performance: principles
and challenges for intelligent decision aids, Safety Science, December, Vol.33,
Issue 3, pp. 103 -128, 1999.
Kowalski-Trakofler, K., Vaught and Sharf, T., Judgment and decision making
under stress: an overview for emergency managers. Int. J. Emergency
Management, Vol. 1, No. 3, pp. 278-289, 2003.
McLennan, J., Holgate, A., and Wearing A. Human Information Processing
aspects of Effective Emergency Incident Management Decision Making. Human
Factors of Decision Making in Complex Systems, Dunblane , Scotland,
September, 2003.
Mitchell, J.K. ed. 1999, Crucibles of Hazard: Mega-Cities and Disasters in
Transition, United Nations University Press, Tokyo.
Naval War College, Joint Military Operations Department, Operational Decision
Making. United States Naval War College Instructional PPer NWC 4108, Joint
Military Operations Department, 1996.
Rodriguez, David M., Dominating Time in the Operational Decision Making
Process, Final Report NAVAL WAR COLL NEWPORT RI, June 1997.
Salas, E., Driskell, E. and Hughs, S. (1996) .The study of stress and human
performance., inJ.E. Driskell and E. Salas (Eds.) Stress and Human
Performance, Lawrence Erlbaum
Associates, New Jersey, pp.1.45.
Skertchly, A. and Skertcly, K. Catastrophe management: coping with totally
unexpected extreme disasters. The Australian Journal of Emergency
Management. Volume 16, Issue 1, Autumn 2001.
13
14. Murray Turoff, Connie White, and Linda Plotnick. Dynamic Emergency
Response Management For Large Scale Extreme Events. International
Conference on Information Systems, Pre-ICIS SIG DSS 2007 Workshop.
Connie White, Starr Roxanne Hiltz, and Murray Turoff. United We Respond:
One Community, One Voice, Information Systems for Crisis Response and
Management, ISCRAM, 2008 Washington, DC
Connie White, Murray Turoff, and Bartel Van de Walle. A Dynamic Delphi
Process Utilizing a Modified Thurstone Scaling Method: Collaborative Judgment
in Emergency Response. Proceedings of the 4th Annual Information Systems on
Crisis and Response Management, (ISCRAM), Delft, Netherlands.
14