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Siska Fitrianie, Zhenke Yang, & Leon J.M. Rothkrantz. (2008). Developing concept-based user interface using icons for reporting observations. In B. V. de W. F. Fiedrich (Ed.), Proceedings of ISCRAM 2008 – 5th International Conference on Information Systems for Crisis Response and Management (pp. 394–405). Washington, DC: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: In recent years, we have developed a visual communication interface for reporting observations in which messages can be constructed using a spatial arrangement of icons. Each icon on the interface represents a concept or idea. This paper reports about research on a visual language interface, which allows users to create structured messages of icon strings simultaneously in a two-dimensional parallel and spatial configuration. The developed system provides drawing tools and predefined sets of icons that support a free and natural way to sketch and describe crisis situations. A coherent and context dependent interpretation of the icon configuration can be constructed by the employment of ontology. In addition, the interface is also able to convert the interpretation into crisis scenarios as feedback to the user on his/her input.
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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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