Hayley Watson, Kim Hagen, & Tom Ritchey. (2015). Experiencing GMA as a means of developing a conceptual model of the problem space involving understanding cascading effects in crises. In L. Palen, M. Buscher, T. Comes, & A. Hughes (Eds.), ISCRAM 2015 Conference Proceedings ? 12th International Conference on Information Systems for Crisis Response and Management. Kristiansand, Norway: University of Agder (UiA).
Abstract: A complex challenge facing those involved in crisis management relates to how to manage cascading effects in crisis situations. This paper provides a practice-based insight into the use of General Morphological Analysis (GMA), a non-quantified modelling method that can enable a shared understanding of the various interdependencies involved in cascading crises, by creating a conceptual model of a problem space. This insight paper provides an understanding of the nature of the method, and to reveal the project-related experiences of the facilitator and researchers, thereby contributing to an understanding of the benefits and challenges associated with GMA. Authors find that GMA provided a useful means of a multidisciplinary group developing an initial conceptual model for a complex problem. Whilst a challenging experience, the method will be used for conducting gap analyses at a later stage in the project, thus providing benefits to understanding and managing cascading effects in crises.
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Kim Hagen, Meropi Tzanetakis, & Hayley Watson. (2015). Cascading effects in crises: categorisation and analysis of triggers. In L. Palen, M. Buscher, T. Comes, & A. Hughes (Eds.), ISCRAM 2015 Conference Proceedings ? 12th International Conference on Information Systems for Crisis Response and Management. Kristiansand, Norway: University of Agder (UiA).
Abstract: The analysis of cascading effects in crisis situations can enhance crisis managers? understanding of how crises unfold and what prominent triggers of cascading effects are. By identifying and categorising triggers of cascading effects, a greater understanding of critical points in crisis situations can be reached, which can contribute to strengthening practices of crisis management, including preparedness and response. Accordingly, this paper provides an insight into triggers of cascading effects, gained through the analysis of six case studies of crises that took place between 1999 and 2014. The analysis produced six categories of triggers, which are discussed here: the disruption of pre-existing relations of information, organisation, and supply, disturbance relations, pre-disaster conditions, and the malfunctioning of legal and regulatory relations. Authors argue that the categorisation of triggers aids anticipating cascading effects, along with predicting risks and planning for potential bottlenecks in crisis management.
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