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Peter Berggren, & Björn J.E. Johansson. (2010). Developing an instrument for measuring shared understanding. In C. Zobel B. T. S. French (Ed.), ISCRAM 2010 – 7th International Conference on Information Systems for Crisis Response and Management: Defining Crisis Management 3.0, Proceedings. Seattle, WA: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: The paper discusses the need for an easy-to-use, easy-to-administer measure that can capture shared understanding in a team of professionals working together towards a successful performance. In the paper the development of such a measure is described using two empirical studies. Command-and-Control tasks are complex and often dynamic, and a way of capturing the degree of which a team of individuals have a common understanding of priorities in such a task is imperative. Two studies are presented. In the first study students participated in a microworld experiment where they tried to rank order pre-determined factors in order to measure shared understanding. In the second study officers from the Swedish Armed Forces participated in an exercise where they rank ordered self-generated factors.
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David Wodak, & Kenny Meesters. (2021). How To Improve HO/TO's: An Exploratory Study on The Alignment Between Information, Technology And Crisis teams. In Anouck Adrot, Rob Grace, Kathleen Moore, & Christopher W. Zobel (Eds.), ISCRAM 2021 Conference Proceedings – 18th International Conference on Information Systems for Crisis Response and Management (pp. 459–470). Blacksburg, VA (USA): Virginia Tech.
Abstract: In the last decade, the number of crises has increased, and have become more complex. Crisis response does not only focus on rescue operations, or separate stages but rather it is an integrated and continuous process. During this continuous process, several handovers take place. A handover is an important, critical but challenging moment during a crisis, due to the organizational factors that influence the handover and the technology used to transfer information. Since these are crucial elements of a Crisis handover, it would indicate that the alignment between these factors could lead to the improvement of Crisis handovers. However, certain barriers resulted in a lack of alignment. An important barrier originates from the organizational processes. These have a lack of focus on which crisis managers are involved in the handover and thus create a lack of alignment between the systems and information used by various crisis teams.
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Lisette De Koning, Lottie Kuijt-Evers, Nicolet Theunissen, Richelle Van Rijk, & Huis In 't Veld, M. (2011). Multidisciplinary cooperation in crisis management teams: A tool to improve team situation awareness. In E. Portela L. S. M.A. Santos (Ed.), 8th International Conference on Information Systems for Crisis Response and Management: From Early-Warning Systems to Preparedness and Training, ISCRAM 2011. Lisbon: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: When a crisis occurs, people from different organizations, on different hierarchical levels have to deal with unexpected situations that require coordinated effort. The goal of this research is to improve multidisciplinary cooperation for crisis management teams. We developed a tool, the Multi-mono guide, which helps team members to share information at the right time, with the right person, in the right way. A pre-test post-test intervention experiment was conducted with 8 professional teams to evaluate the effect of the tool on individual competencies, team situation awareness and process satisfaction. The experimental group was more satisfied with the meetings and about the way they shared information. Participants reported that the Multi-mono guide makes them aware of sharing information. We didn't find significant differences for individual competencies and team situation awareness. This is may be because the teams that participated were very experienced. Participants did find the Multi-mono guide useful for trainees.
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Lisette De Koning, Van Buul-Besselink, K., Dianne Van Hemert, Mirjam Huis In 'T Veld, Kees Van Dongen, & Rosie Paulissen. (2012). MIRROR: Improving coordination in multidisciplinary crisis management teams. In Z.Franco J. R. L. Rothkrantz (Ed.), ISCRAM 2012 Conference Proceedings – 9th International Conference on Information Systems for Crisis Response and Management. Vancouver, BC: Simon Fraser University.
Abstract: In crisis situations different organizations have to cooperate to gain shared situation awareness and to take accurate decisions. However, several evaluation studies of crisis mitigation processes indicate that it is hard to effectively coordinate efforts of all organizations involved. The goal of our project is to improve coordination in crisis management teams, by improving the interaction processes in a crisis management team. The project consists of two main steps. First, the development of MIRROR, i.e. an overview of 16 relevant factors that influence team interaction. Second, the development of a training based on MIRROR. We expect MIRROR and its training module to be a useful tool for team members of crisis teams. In addition, MIRROR has the advantage that it can be applied in non-crisis teams, during daily situations, as well. This enlarges the chances for potential team members of crisis teams to increase their team interactions skills. © 2012 ISCRAM.
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Sebastian Denef, Tobias Dyrks, Leonardo Ramirez, Sebastian Denef, Berthold Penkert, & Daniel Meyer. (2009). Designing for firefighters-building empathy through live action role-playing. 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: In this paper we present a role-playing workshop in a firefighting scenario conducted within the frame of a multidisciplinary consortium. Our work focuses on developing a navigation ubicomp infrastructure leveraging the cognitive skills of firefighters. Technology for navigation must understand existing navigation practices in order to provide adequate support. To deal with the complexity of this process, we use a participatory design approach based on a strong synergy among partners. We argue that a key aspect for the creation of this synergy is the construction of a bond of empathy allowing technology experts to understand the needs of the users of technology and also allowing firefighters to understand the role and activities of technology developers in the process. We present an account of the workshop conducted and some insights of the role that this method can play for complex, multidisciplinary teams working on developing safety-critical technology.
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Frâncila Weidt Neiva, & Marcos R. S. Borges. (2019). Sharing Gut Feelings to Support Collaborative Decision Making. 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: Expertise-based intuition plays a key role in decision making, especially in complex environments as those
involved with crisis and emergency domains where decisions often need to be made on the basis of dynamic,
incomplete, and/ or contradictory information. In such environments, a deliberative analysis is often impossible
or inefficient. Using teams to make collaborative decisions in complex environments can bring benefits to
organizations, but the complexity of supporting this scenario also increases. The present work proposes a
solution based on graphs to support the sharing of the intuition rationale in teams aiming at an accelerated
expertise. The development of the proposal is part of a methodological context of design science research. In
this paper we report the execution of one of the expected cycles that explores the use of generated artifacts in
practice that then produced insights for the proposed computational support.
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Starr Roxanne Hiltz, Jose J. Gonzalez, & Murray Turoff. (2013). ICT support and the effectiveness of decision making in disasters: A preliminary system dynamics model. In J. Geldermann and T. Müller S. Fortier F. F. T. Comes (Ed.), ISCRAM 2013 Conference Proceedings – 10th International Conference on Information Systems for Crisis Response and Management (pp. 668–673). KIT; Baden-Baden: Karlsruher Institut fur Technologie.
Abstract: A high level conceptual model is presented of factors hypothesized to be key determinants of the effectiveness of decision making in large scale disasters, grounded in the literature on disaster management. ICT robustness (including the use of social media) sensemaking, and the effectiveness of decision making processes by the multi-organizational Partially Distributed Teams that must cooperate are accorded key roles in the process model. The outcomes of the decision making processes modeled are decisions, in terms of timeliness and quality.
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Starr Roxanne Hiltz, Linda Plotnick, & Rosalie J. Ocker. (2011). Learning about Emergency Management Information Systems through Partially Distributed Team projects. In E. Portela L. S. M.A. Santos (Ed.), 8th International Conference on Information Systems for Crisis Response and Management: From Early-Warning Systems to Preparedness and Training, ISCRAM 2011. Lisbon: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: What are effective ways to train students for designing Emergency Management Information Systems and for working with distant partners on EMIS projects? This paper describes the results of a project whose goal is to assess the effectiveness of Partially Distributed Teams (PDTs) as a pedagogical strategy. A PDT is one type of distributed team, in which two or more co-located subgroups use information and communication technology to collaborate on a task. Much of emergency management involves cross-organizational and often cross-national collaboration in this form. Students need, but lack, learning experiences focused on how to work effectively in such situations. This field study involved more than 700 students from universities in eight countries, working in 80 teams on an EMIS software requirements task. Results indicate that students report positive learning experiences, with international students in international teams reporting the most positive experiences. There are also significant differences among universities.
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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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John S. Park Jr., & David Waxman. (2005). Enabling cross-organization interoperability through dynamic directory integration. In B. C. B. Van de Walle (Ed.), Proceedings of ISCRAM 2005 – 2nd International Conference on Information Systems for Crisis Response and Management (pp. 83–88). Brussels: Royal Flemish Academy of Belgium.
Abstract: Dynamic Team Management for Cross-organization Collaboration was developed by IBM, in cooperation with the U. S. Defense Information Systems Agency (DISA) and MITRE (a federally funded research and development organization), to support participating organizations in the U.S. Homeland Security/Homeland Defense Command and Control Advance Concept Technology Demonstration (HLS/D C2 ACTD). Dynamic Team Management includes finding and accessing information about resources (people) with whom you need to communicate and collaborate on a mission or task. Used in conjunction with collaboration tools and other applications, DTM supports constructing cross-organization teams of individuals to address particular missions or tasks, based on emerging needs. DTM demonstrates approaches to overcoming many of the challenges of building the best teams for each mission/task, accommodating information sharing preferences of participating organizations, directory integration automation, dynamically scaling to meet cross-organization communication and collaboration requirements, and achieving organizational interoperability.
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Linda Plotnick, Starr Roxanne Hiltz, Rosalie Ocker, & Mary Beth Rosson. (2008). Leadership in partially distributed emergency response software development teams. In B. V. de W. F. Fiedrich (Ed.), Proceedings of ISCRAM 2008 – 5th International Conference on Information Systems for Crisis Response and Management (pp. 150–158). Washington, DC: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: Emergency response and preparedness teams that are inter-organizational or international often work together in partially distributed teams (PDTs). A PDT has at least one collocated subteam and at least two subteams that are geographically distributed. Leadership configuration and behaviors present unique challenges in PDTs. This paper describes preliminary results of an initial field experiment with international student teams undertaken to examine leadership in PDTs working on high-level requirements for an emergency preparedness information system. Leadership is viewed through the lens of what leader behaviors, or roles, are enacted by the leaders. Leadership configuration was varied: some teams had just an overall team leader; others had no team leader but had a leader for each subteam, while others had both team and subteam leaders. The findings suggest that leadership configuration matters and that leaders do enact roles similar to those found in studies of fully distributed or traditional collocated teams.
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Rustenberg, K., Radianti, J., & Gjøsæter, T. (2023). Exploring Demons for the Establishment of Team Situational Awareness. In Jaziar Radianti, Ioannis Dokas, Nicolas Lalone, & Deepak Khazanchi (Eds.), Proceedings of the 20th International ISCRAM Conference (pp. 636–648). Omaha, USA: University of Nebraska at Omaha.
Abstract: Individual situational awareness (SA) is crucial for building team SA, which is necessary for achieving a shared understanding of a situation, making informed decisions, and taking appropriate actions. This article examines the communication barriers that emerge when transitioning from individual to team SA in emergency management scenarios. We observed two emergency exercises on “ongoing life-threatening violence” and dam failure causing hospital congestion. The study was complemented with interviews with participants of these exercises, aiming at identifying barriers called SA-demons in the team setting. We discovered barriers that hinder the establishment of team SA, including a vicious cycle of mistrust, a fragmented information trap, a false feeling of mastery trap, and a decaying memory trap. These barriers can stem from individual, organizational, or technological factors. To complement existing SA theories, we applied the Cynefin framework and found that standard operating procedures can be potential barriers when transitioning into chaotic or complex domains.
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Daniel Sanz, Patricia Gómez Bello, Paloma Díaz, Fausto J. Sainz, & Ignacio Aedo. (2007). Supporting physical and logical communication in emergency management Virtual Distributed Teams. 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. 439–448). Delft: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: Virtual Distributed Teams (VDT) need to face physical and logical communication challenges during emergency response. Physical problems include heterogeneous technology infrastructures, ubiquitous accessibility, alternative media communication or real-time interaction. Logical problems are related to the accomplishment of a coordinated activity, such as the need for a common place accessible by all where digital artefacts are available, spontaneous communication, real-time interaction, and emergency awareness. We present an integration framework that addresses the physical and logical communication requirements in emergency management for VDTs. The framework provides a ubiquitous mobile infrastructure that supports physical communication, proposes a generic role-based organizational structure for VDT, and outlines an integration strategy that allows to define logical communication channels by means of information flow and access control policies based on the VDT structure.
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Xiaodan Yu, & Deepak Khazanchi. (2019). The Influence of Swift Trust on Virtual Team's Sensemaking in Crisis: A Research Model. 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: Virtual teams are an important form of collaboration, especially in the context of transboundary crises. Achieving
team effectiveness through good sensemaking is key to virtual teams? success in responding to crisis. However,
there is still a lack of understanding about the relationship of this sensemaking in a virtual team during crisis to
the virtual team?s development of swift trust. Adapting from a model of sensemaking, in this paper, we propose a
research model to describe the relationships among swift trust, sensemaking and virtual team performance in the
context of virtual teams during crisis.
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