Björn J E Johansson. (2020). Boundary Stories – A Systems Perspective on Inter-organizational Learning from Crisis Response Exercises. In Amanda Hughes, Fiona McNeill, & Christopher W. Zobel (Eds.), ISCRAM 2020 Conference Proceedings – 17th International Conference on Information Systems for Crisis Response and Management (pp. 427–434). Blacksburg, VA (USA): Virginia Tech.
Abstract: Inter-organizational exercises are commonly conducted with the aim to improve overall crisis response system performance. However, there are challenges associated with establishing learning goals for, designing and evaluating inter-organizational exercises. This work-in-progress paper applies a systems science perspective on the Swedish crisis response system with the aim to understand (1) what kind of a system it is (2) what properties or mechanisms enable good system performance?, and, (3) what are desirable training goals for improving the crisis response capability of the Swedish crisis response system? The author suggests that (1) the Swedish crisis response system can be seen as a Complex Adaptive System, and (2) that the focus must shift from exercising organizations' intra-organizational capabilities to adaptive capabilities. The latter can be achieved by designing exercises comprising boundary-crossing activities with the purpose to support the buildup of boundary-crossing competence. Cross-organizational learning can be achieved by identifying, documenting and disseminating boundary stories.
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Johan Nordström, & Björn Johan Erik Johansson. (2019). Supporting Inter-Organizational Learning – A Review of Post-Excercise Knowledge Sharing. In Z. Franco, J. J. González, & J. H. Canós (Eds.), Proceedings of the 16th International Conference on Information Systems for Crisis Response And Management. Valencia, Spain: Iscram.
Abstract: Inter-organisational learning from exercises and response operations is crucial for improving overall response capacity for coping with cross-domain crisis events. In order to compile and disseminate experiences and acquired knowledge in the form of lessons learned, post-exercise reports are written. This paper presents a review of 17 Swedish post-exercise reports. The review was conducted with the aim to investigate whether such reports contained enough information to support inter-organisational learning, i.e. if learning goals were stated, how the event was described, method for evaluation, conclusions, and whether recommendations for change were sufficient for supporting inter-organisational learning. It was found that most reports did not support organisational development and lacked recommendations that were useful outside the own organisation or the
context of the specific exercise scrutinised. The results indicate the need for an exercise evaluation framework for inter-organisational exercises.
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Jean-Luc Wybo. (2006). Improving resilience of organizations by increasing mutual knowledge of stakeholders. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 540–546). Newark, NJ: Royal Flemish Academy of Belgium.
Abstract: Managing accidents and crisis is a complex task, which is achieved by a large number of stakeholders. In order to identify appropriate responses to risk-prone situations, a classification in two categories has been proposed: risks of damage and risks of crisis (Wybo 2004). Risks of damage correspond to emergency management procedures and plans. Risks of crisis correspond to situations that escape from planning because of the overflow of the organization. Resilience of organizations is defined as their ability to resist to chaos and to maintain the situation under control. From the analysis of a large number of emergencies and crises caused by industrial and natural hazards, we try to identify what conditions increase the resilience of organizations. They have in common to increase the mutual knowledge of stakeholders about their strategies and roles and about the development of the situation.
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Peter Otto, & Salvatore Belardo. (2006). A theoretical evaluation of information processing resources during organizational crisis. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 262–271). Newark, NJ: Royal Flemish Academy of Belgium.
Abstract: The purpose of this paper is to present a model for testing different organizational learning characteristics and their effects on performance rate in times of an unexpected temporary increase in workload. Drawing on the theoretical frameworks of Yerkes-Dodson law, the stress-buffering effect of coping resources, and established crisis management models, the authors examine the hypotheses of curvilinear and interactional influence of single and double-loop learning on stress levels during crises. Using a simulation model, we identify thresholds in single and double-loop learning environments, where increases in workload lead to dysfunctional effects of stress. The findings indicate support for the hypothesis that an organization that employs double-loop learning is less susceptible to negative stress in times of a crisis. Overall, the study highlights the characteristics of different learning types and its effects on stress. It is suggested that experiments with a simulation model lead to a better understanding of how information processing resources that people have access to in stress events, buffers or protects them from negative effects.
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Joeri Van Laere, Jessica Lindblom, & Tarja Susi. (2007). Requirements for emergency management training from a 'passion for failures' perspective. In K. Nieuwenhuis P. B. B. Van de Walle (Ed.), Intelligent Human Computer Systems for Crisis Response and Management, ISCRAM 2007 Academic Proceedings Papers (pp. 449–456). Delft: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: Swedish municipalities are stimulated to conduct emergency management exercises in addition to developing crisis plans. These exercises tend to be grounded in an instrumental philosophy. There is too much focus on doing the exercise and too little attention for the implementation of lessons learned afterwards. A common experience is that the same 'mistakes' are discovered again and again in yearly exercises. Furthermore there is a paradoxical balance between empowering the organization in its learning process (positive feedback) and revealing the failures (negative feedback). In this paper we reflect on the learning process in a Swedish municipality in 2006 where two emergency management exercises were held and where a minor and a major crisis occurred during the year. We argue that the longitudinal learning process should be the focus in stead of ad hoc exercises. In addition we develop some requirements for emergency management training from a 'passion for failures' perspective.
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