Peter Otto, & Salvatore Belardo. (2006). A theoretical evaluation of information processing resources during organizational crisis. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 262–271). Newark, NJ: Royal Flemish Academy of Belgium.
Abstract: The purpose of this paper is to present a model for testing different organizational learning characteristics and their effects on performance rate in times of an unexpected temporary increase in workload. Drawing on the theoretical frameworks of Yerkes-Dodson law, the stress-buffering effect of coping resources, and established crisis management models, the authors examine the hypotheses of curvilinear and interactional influence of single and double-loop learning on stress levels during crises. Using a simulation model, we identify thresholds in single and double-loop learning environments, where increases in workload lead to dysfunctional effects of stress. The findings indicate support for the hypothesis that an organization that employs double-loop learning is less susceptible to negative stress in times of a crisis. Overall, the study highlights the characteristics of different learning types and its effects on stress. It is suggested that experiments with a simulation model lead to a better understanding of how information processing resources that people have access to in stress events, buffers or protects them from negative effects.
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Sofie Pilemalm, Jaziar Radianti, Bjørn Erik Munkvold, Tim A. Majchrzak, & Kristine Steen-Tveit. (2021). Turning Common Operational Picture Data into Double-loop Learning from Crises – can Vision Meet Reality? 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. 417–430). Blacksburg, VA (USA): Virginia Tech.
Abstract: This study proposes a framework for double-loop learning from crises, using common operational pictures (COP). In most crises, a COP is of outmost importance to gain a common understanding among inter-organizational response. A COP is typically expressed through a map visualization. While the technologies to support COP progress rapidly, the corresponding practice of evaluating the COP and situational awareness is not yet established. Tools that enable responders to learn after the crisis, look back in time on the COP devel-opment and detect the barriers that prevent the COP establishment, still seem absent. Double-loop learning is an organizational practice to learn from previous actions widely adopted in the safety domain, and lately used in crisis management. This paper addresses the perceived gap by presenting the technical, organizational and structural requirements derived from document analysis, observation, and a workshop with multiple crisis management stakeholders, and integrating them to an initial framework.
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