Hans Abbink, Roel Van Dijk, Tamas Dobos, Mark Hoogendoorn, Catholijn M. Jonker, Savas Konur, et al. (2004). Automated support for adaptive incident management. In B. C. B. Van de Walle (Ed.), Proceedings of ISCRAM 2004 – 1st International Workshop on Information Systems for Crisis Response and Management (pp. 69–74). Brussels: Royal Flemish Academy of Belgium.
Abstract: The project CIM, started in 2003, addresses the problem of automated support for incident management. In this paper some intermediate results are shown, especially on automated support of analysis of errors in traces of incident management. For such traces it can be checked automatically which dynamic properties hold or fail. The potential of the approach is shown in the formal analysis of a given empirical trace. The approach can also be applied in conjunction with simulation experiments. © Proceedings ISCRAM 2004.
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Mark Hoogendoorn, Catholijn M. Jonker, Viara Popova, Alexei Sharpanskykh, & Lai Xu. (2005). Formal modelling and comparing of disaster plans. In B. C. B. Van de Walle (Ed.), Proceedings of ISCRAM 2005 – 2nd International Conference on Information Systems for Crisis Response and Management (pp. 97–100). Brussels: Royal Flemish Academy of Belgium.
Abstract: Every municipality in The Netherlands has its own disaster plan. A disaster plan contains the blueprint of how to handle incidents in the municipality with the aim of preventing incidents to grow into disasters. Given that each municipality has its own organisations, enterprises, infrastructure, and general layout, the disaster plans also differ. On the other hand, the disaster plans have a lot in common. Some municipalities use a common starting point, others develop their own disaster plan from scratch. In this paper two independently developed disaster plan are compared using formal modelling techniques. The analysis reveals that some interesting differences do not stem from a difference in the makings of the municipality. These differences touch the fundamentals of the communication during incident management, and might well have a critical impact in dealing with pending disasters.
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Willem Van Santen, Catholijn M. Jonker, & Niek Wijngaards. (2009). Crisis decision making through a shared integrative negotiation mental model. In S. J. J. Landgren (Ed.), ISCRAM 2009 – 6th International Conference on Information Systems for Crisis Response and Management: Boundary Spanning Initiatives and New Perspectives. Gothenburg: Information Systems for Crisis Response and Management, ISCRAM.
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.
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