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1. (C) Murray Turoff 2009 1
PM 761 Technology in Emergency
Management
John Jay college of Criminal
Justice
Murray Turoff
Distinguished Professor Emeritus
Information Systems Department
New Jersey Institute of Technology
http:/is.njit.edu/turoff
turoff@njit.edu
5. (C) Murray Turoff 2009 5
Course Objectives
Cover Requirements for Emergency
Preparedness and Management
Information Systems
Consider behavior of individuals, groups,
organizations, and the public
Consider communications and auxiliary
technology
Extreme Events
Evaluating Technology and associated
policies
Underlying philosophies
Future Concerns
6. (C) Murray Turoff 2009 6
Other Course Materials
Online bulletin Board System
Discussion threads/conferences/lists
Instructor Instructions, read only
Syllabus for course
Using the discussion system
Lecture Materials, read only
Reading Materials, read only
Introductions
Questions on Lectures
Questions on Reading materials
Questions on assignments
Other Questions
Things to do (for learning), required
Bad Examples of Emergency Management,
required
Jokes in Emergency Management
Practice
Café (not on the course topic)
7. (C) Murray Turoff 2009 7
Emergency Response Systems
First Presentation Content
Nature of an Emergency
OEP Experience & Wisdom
EMISARI at OEP
DERMIS Conceptual Design
Dynamics Emergency Response Management
Information System
General Principles
Auxiliary Supporting Systems
Resource Database Systems
Collaborative Knowledge Systems
Virtual Communities
Social Networks and associated options
Auditing and decision support
Topics & Group Communications
Concluding Remarks
9. (C) Murray Turoff 2009 9
Emergency Management
Characteristics
Unpredictable:
Events
Who will be involved
What information will be needed
What resources will be needed
What actions will be taken, when, where, and by
who
No time for training, meeting, or planning
No contingency plan that fits perfectly
Planning should focus on the process
10. (C) Murray Turoff 2009 10
Associated Concerns
Real practitioner team never formed till the
emergency occurs
Trust
Conflicting goals
Hundreds to thousands involved
Planners and executers are different individuals
Insufficient networking experience
Insufficient command and control
Disasters do not obey political, social,
organizational, geographical boundaries
Many problems occur at interfaces to boundaries –
major errors, mistakes
Sometimes called “interoperability”
11. (C) Murray Turoff 2009 11
Emergency Management
Requirements
Obtain data, status, views
Monitor conditions
Fill roles on a 24/7 basis
Obtain expertise, liaison, action takers, reporters
Defer to expertise and experience
Need trust and shared objectives
Draft contingencies
Validate options
Obtain approvals, delegate authority
Coordinate actions, take actions, evaluate actions,
conduct oversight
Innovate when necessary
Evaluate outcomes
Modify scenarios and plans
Modify systems and operations
Correct CAUSES of prior errors
12. (C) Murray Turoff 2009 12
Emergency Management
Phases & Activities
Preparedness (analysis, planning, and
evaluation):
Analysis of the threats
Analysis and evaluation of performance (and
errors);
Planning for mitigation;
Planning for detection and intelligence;
Planning for response;
Planning for recovery and/or normalization
Continuous correction of operations and plans
Design of support systems and relationships
Training
Mitigation
Detection
Warning
Response
Recovery/normalization
13. (C) Murray Turoff 2009 13
Organizational Emergency
Situations
Strike
Court Case
Cost overrun
Delivery delay
New regulation
Terrorist action
Supply shortage
Natural Disaster
Man Made Disaster
Production delay
Product malfunction
Contract Negotiation
Loss of a key customer
Responding to an RFP
Loss of key employee(s)
New Competitive product
14. (C) Murray Turoff 2009 14
Positive Emergency Situations
Responding to an RFP
Winning a large contract
Developing a new product
Creating a long term plan
Understanding and responding to new
regulations
Taking over another company
Too many orders for a product
Employee shortage
Shortage of raw materials
Production problems
Creating a time urgent task force or
committee
Matrix Management
15. (C) Murray Turoff 2009 15
Business Continuity
and “other”
Very similar concerns to Emergency
Management
Most business rely on external resources and
support provided by the community they
reside in
However utilities, chemical plants, military bases,
etc, must deal with the problems their existence can
create
Law Enforcement has a unique characteristic
in trying to detect man made threats and
dealing with them beforehand rather than
those produced by nature
Citizen, medical, community and Private
Organization preparedness and management
Interoperability is a major concern
Should be no real professional difference in
EM between public and private sectors
16. (C) Murray Turoff 2009 16
Lessons of 9/11 for Design
Vulnerability of a physical command and
control center
Reductionism applied to
Dynamic information
Responder responsibilities
Responsibilities of Agencies
Communication systems
Threat-Rigidity Syndrome
Clear Exceptions to Plans and innovations
Ferries as ambulances
Use of N.J. National Guard telephone network
via guard members
GIS database critical to recovery (e.g. bathtub)
Recovery a major undertaking (e.g. response
continued: contamination)
17. (C) Murray Turoff 2009 17
Katrina Experiences
Lack of adequate plans for things like evacuation
Flawed local planning process
Lack of considering behavioral implications
Evacuation, civil employees, citizen trust (axes)
Interrelationships of land management and
change of threat
Obsolete data (flood prediction maps)
No overall responsibility for long term
consequences of many actions by different entities
Loss of local command and control facilities
Contamination of waters
Lack of coordination among organizations of all
types
Ice Fiasco, Citizen boat owners, Coast Guard, Red
Cross, medication
Lack of initiatives
Lack of expertise
National Guard Status
18. (C) Murray Turoff 2009 18
Evacuation Example
Evacuation Plans are quite common but usually at
a high level without answering the problem of
exceptions
How do you get people to evacuate in phases which
some plans called for?
What happens to first responders that want to
insure there family gets out?
Does a gas station attendant stay on the job?
Does a food or grocery worker stay on the job?
How do locals get last minute supplies?
Does the bus driver leave his family behind?
How do you handle accidents in an evacuation?
Can medical, police, and public works communicate
to be able to keep cars moving?
Akin to building an information system under the
assumption nothing will go wrong and all
incoming data is perfect.
No exceptions are allowed
Accidents, stalled vehicles, traffic jams, lack of gas,
food, water, etc.
19. (C) Murray Turoff 2009 19
Planning is Critical
Nothing works without good plans
Planning is a continuous process
Planning needs to be done with the
involvement of those that will be
executing them.
Planning must focus on defining the
process, responsibilities, roles, and the
resources, not the decisions
Planning has to include recognizing prior
mistakes/shortcomings and correcting
them
Planning has to be tied to generation of
mitigation options (Long term cost saving
ratio 3-5)
20. (C) Murray Turoff 2009 20
OEP Experience & Wisdom
Office of Emergency Preparedness
Executive Office of the President
21. (C) Murray Turoff 2009 21
Office of Emergency
Preparedness (OEP)
Existed until 1973 in the Executive Offices
Derivative of OSS (Office of Special Services)
Centralized civilian command and control in any
crisis situation:
natural disasters, national strikes, commodity
shortages, wartime situations, industry
priorities, wage price freeze
Command resources of all federal, state, local and
industrial sources
Could incorporate personnel as needed from any
source
Did contingency planning and utilized large
community of experts and professionals on a
national bases
EMISARI functioned in the GSA until the late 80’s,
manual: http://library.njit.edu/archives/cccc-
materials/ Report ISG-117: The Resource
Interruption Monitoring System, October 1974
GSA
22. (C) Murray Turoff 2009 22
OEP Wisdom I
An emergency system must be regularly
used to work in a real emergency
People are working intense 14-18 hour
days and cannot be interrupted
Roles rather than person of the moment
Timely tacking of what is happening is
critical
Delegation of authority a must and
oversight of delegated actions is critical
Providing related data and information up,
down, and laterally is critical
No way to know who will be concerned or
contribute to a particular problem
Plans are in constant modification
23. (C) Murray Turoff 2009 23
OEP Wisdom II
Professional observers needed and
trusted
Learning and adaptation of
response plans from training and
real events is a necessity
In a crisis exceptions and
variations to the norm are common
The critical problem of the moment
collects attention and resources
24. (C) Murray Turoff 2009 24
OEP Wisdom III
Roles are the constant in an emergency
and who is in a role may vary
unexpectedly
Training people in multiple roles is very
desirable
Roles and their privileges must be defined
in the response system (and the software)
Understanding what is reality as an
objective
Coordination under unpredictability
24/7 operation
25. (C) Murray Turoff 2009 25
OEP Wisdom IV
Supporting confidence in a decision
by the best possible timely
information
Necessary Properties
Free exchange of information
Delegation of authority
Decision accountability
Decision oversight
Information source identification as to
source, date-time, reliability
Information overload reduction
Important computer design challenge
26. (C) Murray Turoff 2009 26
OEP Wisdom V
The crux of the coordination
problem for large crisis response
groups is that the exact actions and
responsibilities of each individual
cannot be pre- determined.
Coordination by feedback not by
plan
Realistic information on current
conditions determines actions taken
Paradox of Executive Planning
27. (C) Murray Turoff 2009 27
Recent Supporting Wisdom
Hale 1997
“. . . the key obstacle to effective
crisis response is the
communication needed to access
relevant data or expertise and to
piece together an accurate
understandable picture of reality”
28. (C) Murray Turoff 2009 28
Other Supporting Wisdom
Dynes & Quarenteli 1977
“Coordination by feedback viewed as
failure of planning and failure of
coordination by most organizations.
Instead plan should focus on improving
and facilitating feedback”
Plan the process and not the actions. Tie
actions to observable measures and trust
in expertise and experience
The future is too variable to predict what
outcomes should be as part of a plan—a
disaster or a new product
29. (C) Murray Turoff 2009 29
Other Supporting Wisdom
Horsely & Barker, 2002
Information Overload is typical
People perform at higher levels of ability then
usual or expected
Heterogeneous groups and individuals
People work together who do not normally
do so
Quick trust and spontaneous virtual teams
Cannot predict who will be involved
Cannot predict who will carry out what role at
what time
Community and Public relations is
critical (confidence and trust)
Consider hurricane evacuation in Texas after
Katrina
People panicking is very rare especially if
authority is trusted
30. (C) Murray Turoff 2009 30
Threat Rigidity Syndrome
Stress sets in, possible from:
Fatigue, long hours, cognitive conflicts, high
uncertainty
Information Overload and/or uncertainty of
right data being there
Responsibilities for lives and as lives are lost
based upon decisions made doubt and
uncertainty in abilities set in
Is better information going to show up in time?
Golden hour for medical treatment
Choice of following a formula or engaging
in problem solving, creativity, and/or
improvisation
31. (C) Murray Turoff 2009 31
COGNITIVE ABSORPTION (Agarwal
and Karahanna, 2000)
Psychological state of deep involvement
Temporal dissociation
Focused immersion
Heightened enjoyment
Curiosity or challenge
Observed for computer game players and
FAA controllers
May lessen threat rigidity
It can be a property of EM operators in a
command and control environment
32. (C) Murray Turoff 2009 32
Mental Questions that Cause
Stress
Is the information I have a realistic
picture of the situation?
Should I wait longer to make a decision
and then I will have better information?
Does someone have the information I need
to make a better decision?
How many more lives will be lost or saved
if I wait for more information?
Can I trust the person taking over my role
or should I work longer?
Will that person have what I know and did and
will I know what he did easily when I return?
33. (C) Murray Turoff 2009 33
Positive
Outcome
s
Negative
Outcomes
Environment and
Support Systems
Increased
Innovation
Lower
Stress
Levels
Higher
Stress
Levels
Stronger
Motivation
Sensemaking
Experience
Positive
Sense of
Control
Negative
Sense of
Control
Irrelevant
Interruptions
Loss of
Cognitive
Attention
Increased
Fatigue
Positive loop
Negative loop
Quality of
Decisions
Actions
Analysis
Amount of Irrelevant
Information
Increased Information
Overload
Recognition of Relevant
Information
Improved Situation
Awareness
+
_
Increased Cognitive
Absorption
Maintenance of
Cognitive Attention
Increased Threat Rigidity
Syndrome
Model of Threat Rigidity
34. (C) Murray Turoff 2009 34
Emergency Response
Critical Success Factors
The priority problem of the moment is the magnet that
gathers the data, information, people, and resources to
deal with it
The integration of qualitative and quantitative
information with measures of timeliness, confidence and
priority is critical
Having pre-established existing communities of people
and resources to draw upon
Knowing who and what is available in real time
Learning from each experience and modifying lore for
the future
Allow participants to discover the problems they are
concerned about or can contribute to (open architecture)
Thousands of users possible but only 5 to 25 focus on
any one problem and is unpredictable beyond basic roles.
Depends on circumstances of surrounding problem.
Decisions being made on incomplete information in a
time urgent manner
35. (C) Murray Turoff 2009 35
Open Issues
People can work 36 to 48 hours
continuously in some crisis
situations
How do we really know when stress
and/or fatigue is interfering with their
judgment?
How do we create quick trust in this
environment?
How do we encourage creativity
rather than rigidity?
How do you design an information
system to encourage creativity?
36. (C) Murray Turoff 2009 36
Emergency communication
design concepts
Provide signals of a communication process
Content can be the address
Address a message to any data item whether
quantitative or qualitative
Who created or modified text or data and when it
occurred is always tracked
Status of inputs always visible
Contribution Attributes: confidence, priority,
source
Text can be program: active or adaptive text
Human roles in the software (varied privileges)
Lateral (two way) linkages of material
Do bookkeeping of communications for user
Optimize group/team processes rather than
individual processes.
Associate qualitative and quantitative information
37. (C) Murray Turoff 2009 37
EMISARI
Emergency Management
Information System And Reference
Index
An “emissary” to those on the front
lines
Created in one week as a derivative of
an existing Delphi Conferencing System
for the 1971 Wage Price Freeze
38. (C) Murray Turoff 2009 38
EMISARI 1971
Emergency Management Information System And
Reference Index
Developed at OEP on a UNIVAC 1108 using EXEC
VIII – early multiprocessor design (48 bit words)
Sharable database structures with individual word
locking/unlocking in hardware
First used for Wage Price Freeze in 1971
Based upon software developed for virtual expert
communities as a Policy Delphi Process
Used until late 80’s for strikes, commodity
shortages, and some natural disasters.
Typically 100-400 users, 20-50 government units
39. (C) Murray Turoff 2009 39
EMISARI Objects
Administrator (any object can be changed or
created in a few minutes)
Contacts (people)
Conferences & Notebooks
Data elements, tables, & matrix forms
Authorship & time of data by contacts
Label, definition, & contact
Data Status: unavailable now, never, temporary,
funny
Directory
Contacts
Assignments / Responsibilities
Available objects
Online real time chat
Separate message system
Send messages to any data item or any contact
40. (C) Murray Turoff 2009 40
Send Message to Data Element
Reporter contact could explain what was
wrong with it
Analyst could provide their interpretation
of what it meant
Contact could indicate he or she needed
something different or complementary
then current reported item
Any contact could make comment about
what it means to them like suggesting it
needed a detailed discussion in some
conference on the system
What databases do you use where this might be
a handy feature?
Still not a standard feature
41. (C) Murray Turoff 2009 41
EMISARI Functions
Message sent to contact, data element or form
Discussion threads attached to objects
Report formulation
Virtual references between any objects simpler
html form.
Could include current version of any data element,
text, message, etc in any other text item (&<m###,
c##C###, n##p### d### v### t###)
Exception reporting using notifications (new
entries using certain key)
Indexes
Adaptive by use, most popular words in a two week
period
Tracking misses, listing words searched but not found
Indirect communications (twitter property)
42. (C) Murray Turoff 2009 42
Data Object Types
For single variable, vector, or table
Administrator
Defines element, label, definition
Assigns it to contact
Only one who can fill it in
Always records date-time, author, and
indicated special status
Any contact can search directory
entries of all data types and
definitions
43. (C) Murray Turoff 2009 43
EMISARI Case tracking
Case Template
Steps in process of a case
Actions at each step
Who can take action
What step is triggered by action
Person responsible for next step notified
automatically
Others notified of status changes
Discussion thread attached to case
Used for violations of wage price freeze
Used for shortage violations (oil, natural gas,
chlorine, etc.)
Originally design for tracking property disposal by
the federal government
Defining templates (many laws governing process)
turned up some infinite cycles taking 5 to 10 years
Emergencies need decision tracking software of
this type.
44. (C) Murray Turoff 2009 44
EMISARI Notebooks
Policies, Objectives, Laws, etc. and
needed Interpretations
News
Actions Taken
Limited Writers, many readers
Adaptive Index
Last 500 words searched
Last 500 words not found by frequency
requested
Indirect communication path to those
creating the information
45. (C) Murray Turoff 2009 45
Two interesting cases
Cost of living council
Meets once a week to make policy rulings
List of not found words and their frequency supplied
to the staff to set agenda for meeting
Notebook of interpretations used by people all over
the US to provide a basis for actions
Lawyers that make interpretations of policy in
specific cases
Refused to use EMISARI at start (used teletype
messages)
Had same issue raised by different organizations
and interpretations made by different lawyers.
Contradictions found by Washington Post and led to
them having to use the system
Free access by those asking questions to all
questions and all interpretations
News Stories
46. (C) Murray Turoff 2009 46
EMISARI Disruption Model
Commerce Input-Output Model
Thousands of classifications
Interrupt sub sector in given locality by
strike or other disaster
Calculate probable greatest impacts in rest
of country
Examination and prediction of where
problems are going to happen in strikes,
shortages, disruptions
Results available in about four hours
Tape driven system at the time
48. (C) Murray Turoff 2009 48
Group Communications
design concepts I
Provide signals of a communication
process
Stored notifications of actions by others or
by system
Status of members of the group
Content can be the address
Who created or modified text or data and
when they did it is always tracked
What a person has seen or not seen in
database is also always tracked
Text can be program: active or adaptive
49. (C) Murray Turoff 2009 49
Group Communications
design concepts II
Flexibility humans can use in other media
Varied access privileges between members
and objects
Human roles in the software
Lateral two way linkages of material
Do bookkeeping of communications for
user
Improve group process by reduction of
process losses
Relate qualitative and quantitative
information
50. (C) Murray Turoff 2009 50
Asynchronous opportunities
of Group Communications
Independence of
Individual problem solving
Group problem solving
Meta process & synchronization
Backtracking
Changing views
Individual control
Equal participation
Mixed cognitive styles
Bottom/up vs. Top/down
Data vs. Abstraction
51. (C) Murray Turoff 2009 51
Goals of Group
Communications
Collective intelligence
Support for Human Roles
Tailored communication and process
structures
Integration with other communication
resources
Self tailoring by users and groups
Content as the address
Design of a social system
Communications as an interface (people
and resources)
Asynchronous group problem solving
52. (C) Murray Turoff 2009 52
Smart Requirements for Emergency
Group Communications
Determine what individuals are looking
for and not finding
Guide individuals to those interested in
the same thing at the same time
Piece relevant data together
Alert individuals to anything falling in
the cracks
Provide high confidence of a person
knowing they have the best information
possible at the moment
53. (C) Murray Turoff 2009 53
Social Needs of intense groups
Rely on one another
Trust the others to do their job
Frank and open viewpoints
Willingness to handover roles and
responsibilities
Creation of a team spirit
Needs to be encouraged through the
system design
Equal access to all by all, since we
cannot predict who might be
involved for a given situation
54. (C) Murray Turoff 2009 54
HCI Challenges I
System is a helper not a boss
System allows variable problem solving
methods
Reduction of information overload
Minimization of execution difficulty
High degree of comprehension
High degree of tailoring by individual
Encourage creativity and improvisation
Support decision confidence
Monitor performance and effort for
possible fatigue
Multimodal interfaces
55. (C) Murray Turoff 2009 55
Integration Requirements
Fire, Police, Public Works
Public Health, Hospitals, Clinics, Doctors
Community resources (e.g. bulldozers,
contractors, boats, generators, etc.)
Utilities, Contractors, Equipment
State Agencies, National Guard, State
Police, Other local regional Governments
Federal Agencies, Civil Defense, FEMA,
Homeland Security
Non-Profits, Service Organizations,
Professionals, Community Groups
Citizen volunteers
Forms of communication
56. (C) Murray Turoff 2009 56
Superconnectivity
Number of working communication
relationships multiplied by a factor of five
to ten
Accurate and large group memories for
both data and lore
Faster communication process than other
alternatives on the average
Individuals get to know each other
without physical or status bias
Tremendous efficiencies possible with
good design (beyond electronic mail)
57. (C) Murray Turoff 2009 57
Summary I
An Emergency Response and Management System
is primarily a communication system.
The only content about the application in a
communication system is that which is created by
the users.
This requires the ability of users to create
templates for content tailored to the various types
of emergencies they must deal with.
The source and time of information provided is a
key to information usage by users.
Quick trust and Virtual dynamic groups/teams are
a key requirement.
Responsibilities/accountability for current and
potential actions are necessary information
Crisis require individuals replacing others with
respect to responsibilities as a crisis is a 24/7
occurrence.
58. (C) Murray Turoff 2009 58
Summary 2
Relevance of data, information,
knowledge, and wisdom is time
dependent.
The content of a communication can
determine the address, no other
communication system allows this.
Indirect communications can be as
important or useful as direct
communications
Dynamic Group Formulation needs to be
provided as a result of the above
Need to minimize interruptions for people
involved
Need to allow a high degree of user
tailoring for roles and associated events
59. (C) Murray Turoff 2009 59
DERMIS Conceptual Design
Dynamic Emergency Response
Management Information System
(The first layer of defense for the
public body)
60. (C) Murray Turoff 2009 60
DERMIS Objectives
Easy to Learn
High degree of tailoring by users
Used by trained professionals
Overcome problem of small screens (PDA)
Virtual command and control center
Support use of remote databases in an
integrated manner
Support planning, evaluation, training,
updating, maintenance, and recovery, as
well as response
Communication process independent of
content
61. (C) Murray Turoff 2009 61
Design Premises
System Training and Simulation
Information Focus
Crisis Memory
Exceptions as Norms
Scope and Nature of Crisis
Information Validity and Timeliness
Free exchange of Information
Coordination and Integration
62. (C) Murray Turoff 2009 62
General Design Principles and
Specifications
System Directory
Information Source and Timeliness
Open Multi-directional communications
Content as the address
Link Relevant Information and Data
Support psychological and social needs
63. (C) Murray Turoff 2009 63
Supporting Design
Considerations
Associated systems
Resource Databases
Community Collaboration systems
Online Communities of Experts
Important concept:
There is no specific data in DERMIS
system. Everything is created from
templates for the data types that are
defined so it can be tailored to any
locality or region. It is a communication
system just like a phone is. There can be
a library of templates to draw on.
64. (C) Murray Turoff 2009 64
Six Specific Interaction Design Criteria
Metaphors understood by
professionals
Human roles built in
Notifications integrated into
communications
Context visibility
Application Template is the menu
Choice tailored to role
Semantic Hypertext relationships
Two way linkages created
List processing at user level
Creation of lists tied to roles
Manipulation of items in a list
Eg expansion and contraction
65. (C) Murray Turoff 2009 65
Context Visibility Example
Recipe
Processing instructions
Steps in the process
Materials: pots, pans, utensils
Ingredients
Amounts, units
Click on anything to get more information
To get other menus
Example: ingredient Mayonnaise might bring up
recipe, types, properties, other recipes using it,
etc.
Anything returns a result that could be tailored
to the role of the person doing it.
66. (C) Murray Turoff 2009 66
Emergency Metaphor
All emergencies have events
Time logged and archived
Serves dispatch function
Used after emergency to understood what
took place
Often separate events on different
systems for each agency involved
Consider dynamic database of events
integrated across all agencies
67. (C) Murray Turoff 2009 67
Metaphors I
Log of Events
Root Event and Sub-events
Lateral Events
Each decision/action event
triggered by specified role or roles,
or other events
Observations/reports can also be
events
Event Template
A collection of events possible within
the context of a given root event
68. (C) Murray Turoff 2009 68
Events Associated with an
Ambulance
Request for an ambulance unit
Ambulance, driver, paramedic, medical
supplies, gas.
Response to request
Oversight negation
Road blockage or traffic jam
Lack of supplies
Lack of staff
Other demands for units
69. (C) Murray Turoff 2009 69
Metaphors II
Events delivered to specified
reactive roles for the event
Events delivered to roles that have
specified the need to track given
parent events
Event status is maintained
Events can be categorized and/or
marked by user
70. (C) Murray Turoff 2009 70
Metaphors III Resource Roles
Requester: seeks to obtain resource
Observer: Predicts need based upon
threat and observations
Dispatcher/supplier: allocates it
Oversight reviewer: Might negate it for
fair distribution based upon expectations
Planner/Analyst: Predict consumption
rate and exhaustion potential of resource
Maintainer: Insures readiness
Seeker: Obtains new units of resources
Distributor: Distribution to dispatchers
Each type of resource can have the above
8 roles, a single site for use of the
resources may have a unique first 3 roles,
others depend on the nature of the
resource.
71. (C) Murray Turoff 2009 71
Properties of Roles
Each role has its own event set it is concerned
with
Clearly for a given situation roles must know of
actions by other roles
If request cannot be honored the requester needs
to know how long a delay might be involved
Each role focuses on a very specific responsibility
for the total task of getting something like an
ambulance sent
Scope of the disaster influences resulting
complexity
Roles in very different areas need to know what
each other is doing that affects them
A mudslide or traffic stoppage on a certain road
may block resources to a given site and time to
correct, if possible, needed
72. (C) Murray Turoff 2009 72
Metaphors IV
Events have semantic links to all
relevant information and data
Forms for the collection of data
Resources of concern
Maps and Pictures
Appropriate command choices
Appropriate status options
Parent, children, and Lateral events
73. (C) Murray Turoff 2009 73
Event Log Metaphor
Encourages the use of both the semantic
memory (relationship structure between
events) and the use of episodic memory
for the temporal sequence of occurrence
of events
Aids in minimizing information overload
impacts and supporting cognitive
flexibility
Each event becomes a dynamic
interaction menu – context visibility
Events for a given role may be from a
variety of activities and from other roles
Sending of resources needs knowledge of ways
of being sent and any blockage
The computer can help to determine when a
role needs certain events
When is the blockage to be cleared
74. (C) Murray Turoff 2009 74
Example: Resource Request
Event Template Status & Steps
Resource Request (location, situation)
Allocation (or deny, delay, partial allocation)
In transit
Arrival of resource
Status change in resource
Status change in situation
Recycle action
Resource maintenance, reassignment
Return transit
Tailored information
Completion action
Status report
76. (C) Murray Turoff 2009 76
Individual Event Processing
Profile of event types within specified
parameters like location
Person has list of events of concern
New events passing profile filter delivered
to list
Add and remove events
Mark events for tracking related events
Events have hierarchy with a root event
and various layers
May incorporate lateral events that are
needed
May expand and contract list
77. (C) Murray Turoff 2009 77
Roles in DERMIS
Characterized by
Events the role can trigger
Required reactions to events
Responsibilities for
Actions, Decisions
Reporting of data
Assessing Information
Oversight, assessment
Resource maintenance
Reporting, Liaison
78. (C) Murray Turoff 2009 78
Fundamental Roles
Incident local site commander
Resource Requests (people or things)
Resource Allocation
Resource Maintenance
Resource Acquisition
Finding needed resources (equipment, people)
Reporting and updating situations
Edit, organize, and summarize information
Analysis of Situations
Expected results, expenditure of resources
Oversight, consulting, advising
Negating allocations, alerting for running out
Alerting and scheduling
Assigning and scheduling roles and role changes
Coordination among different areas
Incident wide area commander
Priority and Strategy Setting
Liaison to other organizations
79. (C) Murray Turoff 2009 79
Privileges for Roles
Creating event log entries of a given
type
Templates to create new event types
or new resources or anything not
now specified in the system.
Responding to specific incidences of
events by type, situation, and
location
Supplying specific information or
data
Producing situational and
interpretive reports
80. (C) Murray Turoff 2009 80
Event Categories for Role
Filtering
New/Waiting
To do “asap”
Action required
Response required
Information required
Events with tasks for role
Informational
Priority change
Status change
Interrupted event
Suspended event
Finished event
Archived event
Events tracked for interest/concern
81. (C) Murray Turoff 2009 81
Role Interaction Objectives
Facilitate
Handover of roles
Sharing of roles
Assignment of roles
Tracking
Effort and time in role
Performance and errors
Alerting oversight roles
82. (C) Murray Turoff 2009 82
Notifications
Minimal messages that contain the
essence of a communication.
Canned so they can be reactive and
triggered by a click.
Usually they become part of what they are
reacting to
Queries that require a response
Alerting individuals to something that
has occurred due to the actions of others
Preformed statements like
I agree, Good idea, I disagree, information X
needed, etc (what ever is wanted)
83. (C) Murray Turoff 2009 83
Canned Notifications
I agree/disagree with it
I am taking care of this
Delay this action
Give this a higher/lower priority
Get us more details on this
Good point/work/job
Is there more
Find related information
Investigate this
84. (C) Murray Turoff 2009 84
Query / Fill In notification
Supply an estimate of the injured?
______________
We will have more information by
(time).
We will need (number) more of
(supply item).
Alert for delivery of more involved
forms needing processing
85. (C) Murray Turoff 2009 85
Context Visibility Example
A single event can have the following
information with potential multiple links
for each
Event log ID
Resource type
Responsible party or author
Relevant location or locations
Next expected event
Role to take further action
Status of event
Situation report
Lateral Events
Footnotes, notifications, and comments
86. (C) Murray Turoff 2009 86
Resource Context Example Menu
Clicking on a unit resource in an event
could produce any of the following results
(depends on role that is clicking)
Current status of the unit in this event
Status of all units at location of this event
Status of all units at desired source of resource
Status of all available units
Status of all in use units
Status of all units
Sources for new units
These menu “links” dynamically updated
Concept of general to specific with lateral
linkages at any level
87. (C) Murray Turoff 2009 87
Link Menu triggered by click on
Resource Type
Defaults can be set by individual user role
Dimension of very specific to very general
(examples)
Status of the unit to be assigned or those which
are assigned (assigned)
Status of all units in event area (involved)
Status of all of units currently in assigned to
this emergency (total)
Estimates of back up units (reserve)
Other sources of resource
88. (C) Murray Turoff 2009 88
Nature of Hypertext Linkage
Two way linkages
Semantic meanings to all links
Multiple links from an anchor point
Collection of links becomes a
balloon menu for that anchor point
Links are dynamic
89. (C) Murray Turoff 2009 89
List Processing Properties
Event log a very large dynamic list
Template and incident relationships
Many alternative orderings
Internal network type indexing
Collective view of reality
Indirect communications, command, and
control
Primary interface menu
Communication bookkeeping on the
actions of others
90. (C) Murray Turoff 2009 90
List Processing Requirements
Tailoring by user roles and dynamic
groups
Expand and contract list
Mark and prioritize
Filter, organize, and reorder
Allow dynamic formation of groups
Alert to significant status changes
Indicate what you want to track
and what you can ignore
91. (C) Murray Turoff 2009 91
Communication Exercise I
(don’t do unless assigned)
Simple Morphological Problem
1. Police and law Enforcement
2. Firemen
3. Public Works
4. Public Health
5. Hospitals and Emergency Medical Services
6. Red Cross (temporary housing)
7. Utility Power Companies
8. Water and Sewage
9. Phone Companies
10. Transportation services (buses, trains, etc.)
11. National Guard
12. State Officials
13. Local Officials
14. Federal Officials
15. Press and the Public
16. Any thing you want to add
92. (C) Murray Turoff 2009 92
Communication Exercise II
Assignment: What is a specific example
in any specific emergency where one of
the above 15 listed organizations has to
specifically communicate with one of the
others for any reason that will aid the
emergency management process. There
are n(n-1)/2 possible combinations or
14x15/2 = 105 examples. You are only
asked to come with 25 examples but try
to determine some that are not at all
obvious. Add a 15th if you come up with
another organization you want to
consider.
93. (C) Murray Turoff 2009 93
Communication Exercise III
Be specific: (1 and 3) A rainfall has
caused a mud slide and the police, first
on the scene, must get the public works
department to clear the road that has
been blocked; (1 and 5) the police must
also notify hospitals that ambulances can
not use this roadway to reach casualties;
(1 and 13, 15) they must also notify the
public local administrators.
Therefore, this one occurrence produces
four items.
95. (C) Murray Turoff 2009 95
DERMIS Directory Structure II
Directory
Contacts
Events
Roles
Groups (informal and formal)
Conferences
Bulletin Boards (e.g. policy, plans, etc.)
Databases
System Learning and help materials
Training Materials and Games
Related Systems
96. (C) Murray Turoff 2009 96
Design Principle I
System Directory provides a
hierarchical structure, with lateral
links, for all the current data and
information in the system
Complete text searching
Dynamic lateral link examples:
People in roles currently
People qualified for roles
People tracking a given root event to a
template
97. (C) Murray Turoff 2009 97
Design Principle 2
All information brought into the
system identified by source, time,
and links to related events
All actions (controlled events) taken
by roles also clearly logged and
tracked within the templates they
are linked to and identified by the
role and who had the role
98. (C) Murray Turoff 2009 98
Design Principle 3
Open communications to all
members of the system and all roles
Being able to start a discussion root
linked to any object of data or
information.
Paste communications anywhere in
the system including multiple
linkages
99. (C) Murray Turoff 2009 99
Design Principle 4
Links normally made by the system
based upon the relevance of the
data or information to current
events and roles
Links may also be made by specific
roles such as observers
We need subtle ways of keeping
roles aware of what is new and
relevant to them.
100. (C) Murray Turoff 2009 100
Design Principle 5
Dynamic update of information so
that the user does not have to
concern themselves with what is the
most current situation
Predictions of updates where ever
possible to let roles know if any
relevant information is eminent
101. (C) Murray Turoff 2009 101
Design Principle 6
Any two items maybe linked
semantically anywhere in the
system
Links are always two way
Links are typed and retrievable
Links have a date-time and source
as they are a data object
102. (C) Murray Turoff 2009 102
Design Principle 7
Authorities, responsibilities, and
accountability are all explicit
within the context of any role or set
of roles
The same holds for the definition of
events
Higher levels of authority are for
oversight over the lower levels
An action proceeds unless oversight is
executed in a timely manner
103. (C) Murray Turoff 2009 103
Design Principle 8
Encourage and support the
psychological and social needs of
any crisis response team
Facilitate quick trust and virtual
team spirit
Try to detect and deal with stress
and fatigue
Provide training for multiple role
taking on the fly (e.g. trainees can
observe the role in action)
104. (C) Murray Turoff 2009 104
Audit Objectives I
Foundations of Auditing
Theory of Inspired Confidence
Limperg, Netherlands, 70 years ago
Confidence of the public (citizens and
investors) in organizations
Sarbanes-Oxley Act of 2002
Protect the interests of public investors
SARBOX for short
105. (C) Murray Turoff 2009 105
Audit Objectives II
Audit Implications
Assurance of the Decision Process for
all financial/economic transactions
(not the decision)
Includes determination of VALUE and
RISKS (!!!)
Includes stewardship of the managers
and professionals
Assurance needs of society change over
time
106. (C) Murray Turoff 2009 106
Audit Questions
Regular Decision Processes when there are
problems detected
What is the relevant data/information?
Who has the decision authority?
Who will make the decision?
How was authority delegated?
Who advises/consults on the decision?
Who/what is impacted by the decision?
Who needs to know about the decision?
Does everyone concerned have access to the relevant
data/information?
Who supplies data/information?
When must the decision be made?
What is the expectation of additional
data/information and when?
107. (C) Murray Turoff 2009 107
ER decision making issues
Complications added by Emergency
Response Decision Processes
Dynamic delegation of Authority
Fluid accountability/responsibility
Dynamic formulation of group concerned with
decision
Critical time constraints
Interdependence of transactions/events
Dynamic role changes
Conflicts for resources
Unpredictability of environment
108. (C) Murray Turoff 2009 108
Create an EPTrust
Emergency Preparedness Trust
Sets of controls to measure the current
degree of emergency Preparedness of
an organization
Natural extension of security and
recovery auditing
Can be developed now and applied to
organizations
A critical first step
109. (C) Murray Turoff 2009 109
Technology Changes I
Continuous Auditing
Continuous tests of controls
Continuous monitoring of all
organizational decision process
Continuous monitoring, capture,
reporting, and evaluation of data
Development of performance measures
110. (C) Murray Turoff 2009 110
Technology Change II
Organizational Process Design
Integration of the flow of
data/information across functional
domains
Making decision requirements explicit
Supply Chain Management
Customer Relationship Management
Virtual teams, Outsourcing
Enterprise/Strategic Resource Planning:
ERP, SRP, etc.
111. (C) Murray Turoff 2009 111
Observations I
Emergency decisions require the same
assurance process as regular decisions
and then some!
Technology is moving organizations in the
direction of enterprise wide systems and
ultimately to continuous auditing as well.
Continuous auditing is the backbone for
any type of decision assurance process.
112. (C) Murray Turoff 2009 112
Observations II
CA makes the integration of Emergency Response
Systems relatively easy
Insures training and use by employees
It would spread ER systems throughout the society
It will reduce the costs of such systems
Adding intelligent tools will be easier
Confidence in making critical decisions will be
higher
Stress will be reduced improvisation will be
enhanced
Easier integration across organizations
113. (C) Murray Turoff 2009 113
Dangers of Computer Monitoring
of Decision Processes
Computerization often leads to attempts to
simplify decisions so they can be modeled and
programmed.
The approach needed is to leave complex
decisions and problem coping to the emergency
response managers and professionals
Making roles of managers and professionals
explicit in the software and integrating that into
Virtual Team support Systems is a solution to this
problem if it includes:
Tying of software supported roles to events defining
decision requirements
Integration with the flow of data and information
114. (C) Murray Turoff 2009 114
Auxiliary Supporting Systems
Resource Databases
Organizational Memory & Collaborative
Knowledge Building Systems for
professional groups
Virtual Communities
Local Community participation,
collaboration, and involvement in
providing knowledge, person-power, and
equipment.
115. (C) Murray Turoff 2009 115
Some Key Research TOPICS in
ER
Virtual Command and Control Centers
Stimulating creativity or improvising
On-line communities: Generate trust, social
networks, cohesiveness, and community
involvement
Investigations of decision scenarios and possible
audit controls
Decision Support Tools for all ER phases
Multimodal & Multimedia Augmentation
New Training Approaches
Distributive System Integration
116. (C) Murray Turoff 2009 116
Key Independent Decision
Support Roles
Roles Support Functions
Request resource
Take Actions
Responsibility &
accountability
Allocate resource Specialized authorities
Report relevant
data
Gathering information
Determining
implications
Analysis & oversight
Acquire more
resources
Dynamic “planning” by
feedback!
Assign resources Command authority
117. (C) Murray Turoff 2009 117
Planning with DERMIS
Dynamic Emergency Response
Management Information System
Generating scenarios and evaluating
them as a collaborative exercise is quite
easy to do in ERMIS
Addition need of voting and scaling aids
to allow determining disagreements and
focus discussion
Generate new event types and roles to
deal with new risks
118. (C) Murray Turoff 2009 118
Training with DERMIS
Easy to establish training exercises based upon
role-event structure
Simulation driven by a sequence of timed events in
real time tied to the clock or can be speeded up
for some types of training
Players can easily be simulated with respect to
actions and generated events
Small teams can participate with a much larger
groups of simulated players
119. (C) Murray Turoff 2009 119
Evaluating with DERMIS
Examine log file of events and
actions by roles
Develop appropriate analysis tools
to aid this process
Discover and correct problems by
improving system and/or improving
training
120. (C) Murray Turoff 2009 120
Recovery with DERMIS
Can be used to direct and
coordinate the recovery activity
Can involve any diversity
organizations and agencies
involved
Provides a complete record and
accountability for the recovery
process
121. (C) Murray Turoff 2009 121
Summary on DERMIS
Can be used for all phases of the
emergency response process
Can be used for “little” emergencies
which are quite common in any type
of organizations
Can be used to support Online
Communities
122. (C) Murray Turoff 2009 122
Topics & Group Communications
Developed at NJIT on the EIES system
in the late 70’s
Electronic Information Exchange
System (EIES)
123. (C) Murray Turoff 2009 123
Topics: Unpredictable
information exchange
Topic is limited sized inquiry
Broadcast to all
Selection of ones to track (receive
responses) by reader
Limited response length
Types of response: reference, answer, contact
Data base of results
Roles in software: Indexer, Briefer
124. (C) Murray Turoff 2009 124
Topics Example
State Legislative Science Advisors
Large groups (50-300)
Each topic about 15 responses
Sample topics in 3 weeks
Computer crime laws, mining of bentonite, legal
definition of death, control of isobutynitrite,
hazardous waste survey, underground hv
transmission, licensing child care centers, child
abuse, prison industries, licensing of midwives,
salt brime disposal, cameras in court, junk foods
in schools, educational vouchers, definition of
antiques, generic drugs, methodone, migrant
education
125. (C) Murray Turoff 2009 125
Loss of Focus and Interruptions
Early studies of programmers
Interruptions cost complex problem
solving loss of setup time and think
time
Shown to be very significant
Also slow response of systems a
contributory factor
Putting programmers in open bays and
with lost of activity clearly detrimental
126. (C) Murray Turoff 2009 126
Serious Concern today about instant
messaging and cell phones in business
Help! I’ve lost my focus, Time
magazine, January 16, 2006, by
Stephanie Diani
CrazyBusy, Overstretched,
Overbooked and About to Snap:
Strategies for Coping in a World
Gone ADD by Edward Hallowell,
Ballantine books, 2006.
127. (C) Murray Turoff 2009 127
Concerns I
An epidemic of “Attention Deficit
Disorder”
High Cost of interruptions
Study of 1,000 office hours found 2.1 hours a
day or 28% loss of the workday
Employees devote an average to 11 minutes to
project before a ping of an e-mail or the ring of
phone interrupted
Once interrupted an extra 25 minutes needed
to return to original task
Average worker juggling about 12 projects
apiece
Interruptions destroy setup goals
128. (C) Murray Turoff 2009 128
Concerns II
Performance declines and stress rises
with the number of tasks juggled
Most creative and productive people
refuse to subject their brains to excess
data streams
Some multitasking can stimulate, too
much does the opposite
Interruptions at the beginning or the end
of a task does the maximum damage
Interruptions of the problem solving
planning process are considered the
worse
Interruptions by email and cell phones
maybe addictive
129. (C) Murray Turoff 2009 129
Results for Emergency IS
For problem solving we need to design
systems that allow the user to focus on
the tasks
The system has integrate the work of
others in a manner that allows the user
to concentrate of their work and have the
benefit of what is really relevant to what
the user is doing at the moment
Context visibility and hypertext as an
associative mechanism
Event templates as an integration
mechanism
130. (C) Murray Turoff 2009 130
Not an easy road to take
Roles in Disaster Cause Rift in City:
Despite Sept. 11, Fire Dept and Police
Lack Accord
by William Bashbaum and Michelle O’Donnell,
New York Times, 4/3/2004, pages A1 & B4
“More than two and a half years
later…the city still lacks what many
experts say is the most basic and
essential tool…a formal agreement
governing what city agency will lead the
response at the scene of any catastrophic
accident…”
131. (C) Murray Turoff 2009 131
Goals of Group
Communications
Collective intelligence
Support for Human Roles
Tailored communication and process
structures
Integration with other communication
resources
Self tailoring by users and groups
Content as the address
Design of a social system
Communications as an interface (people
and resources)
Asynchronous group problem solving
Information Overload reduction
132. (C) Murray Turoff 2009 132
The Future
Smart planning, talented people, and well designed
adaptive communication / information networks
are needed
Change and disruption is more common than we
think, even in commerce, and getting more
frequent
The social system technology can be designed to
make dramatic improvements in ER
However, does the organizational motivation and
understanding exist to do it?
The issue is designing new virtual organizations and
communities that will change existing organizations
and the way things are done.
133. (C) Murray Turoff 2009 133
Quotes relevant to EM
The Information needed to understand the
problem depends upon one’s idea for solving
it. -- Rittel & Webber 1973
A Seer upon perceiving a flood should be the
first to climb a tree
– Kahlil Gibran
We, the willing, led by the incompetent to do
the impossible for the ungrateful, have done
so much for so long with so little, we are now
capable of doing practically anything with
nothing.
-- unofficial motto of emergency managers