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Author Simon French; Emma Carter; Carmen Niculae
Title When experts or models disagree Type Conference Article
Year 2006 Publication Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management Abbreviated Journal ISCRAM 2006
Volume Issue Pages 547-553
Keywords Information systems; Expert opinion; Highly reliable organisations (HRO); Risk communication; Shared mental model; The expert problem; Decision making
Abstract In managing crises, decision makers are confronted with a plethora of uncertainties. Many arise because the world is uncertain, particularly in the context of a crisis. But some arise because analyses based upon different, but seemingly equivalent models lead to different forecasts. Other times expert advisors differ in their explanations and predictions of the evolving situation. We argue that when handled correctly such conflict can alert the decision makers to the inherent complexity and uncertainty of the situation and improve their management of the crisis.
Address Manchester Business School, University of Manchester, United Kingdom
Corporate Author Thesis
Publisher Royal Flemish Academy of Belgium Place of Publication Newark, NJ Editor B. Van de Walle, M. Turoff
Language English Summary Language English Original Title
Series Editor Series Title Abbreviated Series Title
Series Volume Series Issue Edition
ISSN 2411-3387 ISBN 9090206019; 9789090206011 Medium
Track Emergency Response Reachback: Cases, Concepts, Processes, and Tools Expedition Conference 3rd International ISCRAM Conference on Information Systems for Crisis Response and Management
Notes Approved no
Call Number Serial 513
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Author Prithviraj Dasgupta; Deepak Khazanchi
Title A Unified Approach Integrating Human Shared Mental Models with Intelligent Autonomous Team Formation for Crisis Management Type Conference Article
Year 2019 Publication Proceedings of the 16th International Conference on Information Systems for Crisis Response And Management Abbreviated Journal Iscram 2019
Volume Issue Pages
Keywords Crisis management team, intelligent autonomous system, coalition formation, shared mental model
Abstract Autonomous systems are being exceedingly used to assist humans in various crisis responses scenarios such as earthquakes and nuclear disasters. Because they operate in highly unstructured and uncertain environments, failures are an inherent part of such autonomous systems, and, techniques for making these systems robust to failures arising from computer hardware, software or communication malfunctions are already integrated into their design. However, an important aspect while designing such systems is often times overlooked: how to better coordinate and communicate across distributed, possibly diverse human teams who are working in cooperation with autonomous systems into the design of the autonomous system itself. Unfortunately, this results in limited adoption of autonomous systems in real-life crisis scenarios. In this working paper, we describe ongoing work that attempts to address this deficit by integrating research on shared mental models between humans with techniques for autonomous agent team formation in the context of search and rescue scenarios.
Address University of Nebraska Omaha, United States of America;Center for Integrated Emergency management (CIEM), University of Agder, Norway
Corporate Author Thesis
Publisher Iscram Place of Publication Valencia, Spain Editor Franco, Z.; González, J.J.; Canós, J.H.
Language English Summary Language English Original Title
Series Editor Series Title Abbreviated Series Title
Series Volume Series Issue Edition
ISSN 2411-3387 ISBN 978-84-09-10498-7 Medium
Track T10- Knowledge, Semantics and AI for RISK and CRISIS management Expedition Conference 16th International Conference on Information Systems for Crisis Response and Management (ISCRAM 2019)
Notes Approved no
Call Number Serial 1929
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Author Willem Van Santen; Catholijn M. Jonker; Niek Wijngaards
Title Crisis decision making through a shared integrative negotiation mental model Type Conference Article
Year 2009 Publication ISCRAM 2009 – 6th International Conference on Information Systems for Crisis Response and Management: Boundary Spanning Initiatives and New Perspectives Abbreviated Journal ISCRAM 2009
Volume Issue Pages
Keywords Information systems; Social sciences; Control structure; Crisis management; Mental model; Multi agencies; Negotiation; Negotiation process; Political context; Shared mental model; Decision making
Abstract Decision making during crises takes place in (multi-agency) teams, in a bureaucratic political context. As a result, the common notion that during crises decision making should be done in line with a Command & Control structure is invalid. This paper shows that the best way for crisis decision making teams in a bureaucratic political context is to follow an integrative negotiation approach as the shared mental model of decision making. This conclusion is based on an analysis of crisis decision making by teams in a bureaucratic political context. First of all this explains why in a bureaucratic political context the Command & Control adage does not hold. Secondly, this paper motivates why crisis decision making in such context can be seen as a negotiation process. Further analysis of the given context shows that an assertive and cooperative approach suits crisis decision making best.
Address TU Delft, Peak and Valley, Netherlands; TU Delft, Netherlands; Thales Research and Technology Netherlands, D-CIS Lab, Netherlands
Corporate Author Thesis
Publisher Information Systems for Crisis Response and Management, ISCRAM Place of Publication Gothenburg Editor J. Landgren, S. Jul
Language English Summary Language English Original Title
Series Editor Series Title Abbreviated Series Title
Series Volume Series Issue Edition
ISSN 2411-3387 ISBN 9789163347153 Medium
Track Collaboration and Social Networking Expedition Conference 6th International ISCRAM Conference on Information Systems for Crisis Response and Management
Notes Approved no
Call Number Serial 1045
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Author Xiaodan Yu; Deepak Khazanchi
Title Patterns of Information Technology (IT) Adaptation in Building Shared Mental Models for Crisis Management Teams Type Conference Article
Year 2015 Publication ISCRAM 2015 Conference Proceedings ? 12th International Conference on Information Systems for Crisis Response and Management Abbreviated Journal ISCRAM 2015
Volume Issue Pages
Keywords case study; Crisis Management; information technology adaptation; Shared mental models
Abstract One of the essential tasks of crisis management is to develop shared mental models (SMM) among teams and members about the crisis at hand, i.e. shared understanding of the task, process, technology and the teams. This is essential for developing an effective crisis management strategy. In this paper we draw lessons from our studies of distributed teams and their adaptation of IT capabilities to impact shared understanding. In particular, we discuss how patterns of the interplay between IT adaptation and SMM development have implications for crisis management teams.
Address
Corporate Author Thesis
Publisher University of Agder (UiA) Place of Publication Kristiansand, Norway Editor L. Palen; M. Buscher; T. Comes; A. Hughes
Language English Summary Language English Original Title
Series Editor Series Title Abbreviated Series Title
Series Volume Series Issue Edition
ISSN 2411-3387 ISBN 9788271177881 Medium
Track Open Track Expedition Conference ISCRAM 2015 Conference Proceedings ? 12th International Conference on Information Systems for Crisis Response and Management
Notes Approved yes
Call Number Serial 1244
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Author Xiaodan Yu; Deepak Khazanchi
Title Studying Virtual Teams during Organizational Crisis from a Sociomaterial Perspective Type Conference Article
Year 2017 Publication Proceedings of the 14th International Conference on Information Systems for Crisis Response And Management Abbreviated Journal Iscram 2017
Volume Issue Pages 1055
Keywords Virtual team; sociomaterialism; organizational crisis; shared mental models; adaptive use of IT
Abstract In this paper, we propose sociomaterialism as a theoretical lens for studying virtual team management during organizational crisis. In applying this lens, we propose the use of pattern theory as the method of choice for documenting effective practices for managing virtual teams in organizational crisis settings.
Address University of International Business and Economics, Beijing, China; University of Nebraska at Omaha, Omaha, USA
Corporate Author Thesis
Publisher Iscram Place of Publication Albi, France Editor Tina Comes, F.B., Chihab Hanachi, Matthieu Lauras, Aurélie Montarnal, eds
Language English Summary Language English Original Title
Series Editor Series Title Abbreviated Series Title
Series Volume Series Issue Edition
ISSN 2411-3387 ISBN Medium
Track Future Trends Expedition Conference 14th International Conference on Information Systems for Crisis Response And Management
Notes Approved no
Call Number Serial 2088
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