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Crisis decision making through a shared integrative negotiation mental model
Willem Van Santen
author
Catholijn M. Jonker
author
Niek Wijngaards
author
2009
Information Systems for Crisis Response and Management, ISCRAM
Gothenburg
English
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.
Information systems
Social sciences
Control structure
Crisis management
Mental model
Multi agencies
Negotiation
Negotiation process
Political context
Shared mental model
Decision making
exported from refbase (http://idl.iscram.org/show.php?record=1045), last updated on Sat, 08 Aug 2015 13:16:46 +0200
text
http://idl.iscram.org/files/vansanten/2009/1045_VanSanten_etal2009.pdf
WillemVanSanten_etal2009
ISCRAM 2009 – 6th International Conference on Information Systems for Crisis Response and Management: Boundary Spanning Initiatives and New Perspectives
ISCRAM 2009
J. Landgren
S
Jul
editor
6th International ISCRAM Conference on Information Systems for Crisis Response and Management
2009
Information Systems for Crisis Response and Management, ISCRAM
Gothenburg
conference publication
9789163347153
2411-3387
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