Per-Anders Oskarsson, Niklas Hallberg, Johan Nordström, Magdalena Granåsen, & Mari Olsén. (2022). Assessment of Collaborative Crisis Management Capability by Generic Questions. In Rob Grace, & Hossein Baharmand (Eds.), ISCRAM 2022 Conference Proceedings – 19th International Conference on Information Systems for Crisis Response and Management (pp. 385–391). Tarbes, France.
Abstract: Societies need the ability to respond to crises such as terrorism, pandemics and natural disasters. Hence, it is essential to ensure that the capability of crisis management is attained, maintained, and developed. Since large crises cannot be handled by single organizations, collaborative crisis management capability is needed. The objective of this work was to provide support by an instrument for assessment of collaborative crisis management capability. The work was iteratively performed in a workgroup. The outcome was two templates with sets of generic questions, one for assessment of the actual capabilities and one for assessment of the preconditions of the capabilities. The templates mainly focus on assessment of collaborative crisis management capability. However, since the questions are generically formulated, they should be usable for assessments of any type of crisis management capability.
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Nada Matta, Paul Henri Richard, Alain Hugerot, & Theo Lebert. (2022). Experience Feedback Capitalization of Covid-19 Management in Troyes city. In Rob Grace, & Hossein Baharmand (Eds.), ISCRAM 2022 Conference Proceedings – 19th International Conference on Information Systems for Crisis Response and Management (pp. 311–319). Tarbes, France.
Abstract: All countries have to face the COVID’19 pandemic and its heavy consequences. This sanitary crisis differs from all others in terms of the quick spread of contaminations, the high number of deaths (more than 5,5 Million globally and 123,893 in France) and the accrued number of patients hospitalized and induced in intensive care units. All sanitary procedures have proven to be inadequate. Several actors at different levels, whether international, European, national and local, as well as at the level of public and private organizations have been involved in the management of this type of crisis. These actors deal with different aspects of it, i.e., health, people protection, and economic and social situations. Existing procedures revealed a big lack in the relationships between different local and departmental actors. We did a number of interviews with strategic actors addressing the COVID’19 crisis in the City of Troyes. The objective of these interviews is to identify lessons learned from their experience feedback about relational problems and modifications needed. We present in this paper the first results of this study.
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Mickael Babin, Nada Matta, Guillaume Delatour, Paul Henri Richard, & Patrick Laclemence. (2022). How to Support Situation Awareness in Operational Crisis Management: Case Studies. In Rob Grace, & Hossein Baharmand (Eds.), ISCRAM 2022 Conference Proceedings – 19th International Conference on Information Systems for Crisis Response and Management (pp. 225–232). Tarbes, France.
Abstract: Situation awareness is created through the dynamic process of perception and action and serves as a foundation of overall performance throughout many different domains, such as education, military operations, air traffic control, driving, search and rescue, and crisis management [Endsley, 2006]. Information sharing is an important factor to be consider in situation awareness. In this paper, we present how tools can support information sharing in crisis management. So, we study how crisis management team dealt with two exercises using firstly whiteboards and secondly, CRIMSON a digital decision support tool.
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John Sören Pettersson. (2022). Key Concepts for Effective Use of Digital-supported Table-top Crisis Management Exercises. In Rob Grace, & Hossein Baharmand (Eds.), ISCRAM 2022 Conference Proceedings – 19th International Conference on Information Systems for Crisis Response and Management (pp. 864–875). Tarbes, France.
Abstract: Several researchers and contingency agencies have suggested good practices for crisis management exercises. Resource-constrained practitioners in the field report difficulties finding cost-efficient ways to maintain exercise cycles. This paper draws on experiences from working with professional crisis response coordinators who adapted material for table-top exercises to learning management systems, executed the exercises and evaluated team performance. This paper discusses the elimination of bottlenecks and unexpected benefits arising from more flexible exercise designs in terms of synchrony, continuity, and location. While these concepts capture the essence of the various opportunities for flexibility, they need some supporting features in the design of digital exercises. This paper argues for putting emphasis on the writing/speech dichotomy when analysing exercise designs from the perspective of the entire exercise life cycle, including evaluations and preparations for further exercises. Additionally, how requests for individual answers are planned appears to be an effective instrument for efficient exercise design and evaluation during the conducting of an exercise.
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Jelle Groenendaal, Ira Helsloot, & Christian Reuter. (2022). Towards More Insight into Cyber Incident Response Decision Making and its Implications for Cyber Crisis Management. In Rob Grace, & Hossein Baharmand (Eds.), ISCRAM 2022 Conference Proceedings – 19th International Conference on Information Systems for Crisis Response and Management (pp. 1025–1036). Tarbes, France.
Abstract: Organizations affected by a cyber-attack usually rely on external Cyber Incident Response (CIR) consultants to conduct investigations and mitigate the impact. These CIR consultants need to make critical decisions that could have major impact on their clients. This preliminary investigation aims to get a better understanding of CIR decision -making and answers the following questions: (1.) To what extent do experienced CIR consultants use a Recognition-Primed Decision (RPD) Making strategy during their work? (2.) What are the implications for cyber crisis management as well as for training and decision -making? To answer these questions, we conducted a literature review and interviewed six experienced CIR consultants using the Critical Decision Method. Our analysis reveals that CIR consultants recognize situations based on past experiences and apply a course of action that has worked effectively in the past. This course of action is mainly aimed at collecting and evaluating more data. This finding differs from other operational domains, such as the military and fire department, where recognition is usually followed immediately by action. For cyber crisis management, this means that crisis management teams should decide to what extent and in what ways they want to mitigate the risk of responding belatedly to cyber events, which could potentially lead to unnecessary data theft and sustained business disruption. Another implication is that crisis management teams should consider whether additional forensic investigations outweigh the expected benefits throughout the response process. For instance, if the likely entry-point of the attacker has been discovered, how much effort should be devoted to exclude other potential entry-points. Reflecting on the status-quo, several implications for training and decision making are provided.
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