Challenges to remote emergency decision-making for disasters or Homeland Security

Abstract

New technology allows information gathering and collaboration across information networks that would be of benefit to emergency response. In a Homeland Security Exercise we compared the utility of fixed and mobile video and high quality still images on remote expert decision-making. Sixteen experts situated in three countries viewed and seven evaluated events of the exercise assisted by audio commentary of local knowledge experts. They evaluated the usefulness of black and white (B/W) compared to color images, fixed fast video versus slow video and still images. Technical difficulties interrupted image transmission to one remote site for half the Exercise. However, the images were found useful, color more so than B/W, mobile more so than fixed. The combination of still images and video was best. Playback of recorded images was especially useful for remote evaluation and decision-making. Improved reliability for these imaging technologies could improve shared awareness and large-scale coordination for Homeland Security events.

Collaborative Command and Control Practice

“…Few of these studies used real commanders (professionals) or groups (real C 2 teams), and constraint-bound tasks (tasks situated within a C 2 system). Mackenzie et al (2007) studied computer aided collaboration between remote experts and on-site response teams, where the experts supported the on-site teams through a realtime assessment of the responded event via audio/video. Woltjer (2006aWoltjer ( , 2006b focused on the use of information and communication technologies in the coordination of critical infrastructure failure recoveries.…”

Towards automated assessment of team performance by mimicking expert observers’ ratings

“…The shared cognition direction assumes that there are, at any given time, values and knowledge which need to be shared among team members. From this assumption, shared team cognition can be measured as snapshots by estimating the level of agreement among the members (Langan-Fox et al 2001;MacKenzie et al 2007;McComb 2008). The trick is to identify what perceptions the team members need to share, and consequently are relevant to measure.…”

Decision support systems for participatory flood risk and disaster management

“…The basic idea that underpins such concepts is sharing information once with all via a peer-to-peer network rather than once with each that is the logic behind hierarchical information coordination structures. Nevertheless, information coordination architectures in public safety networks are traditionally based on hierarchy (Bharosa et al, 2011;Mackenzie et al, 2007;Bigley and Roberts, 2001;Hale, 1997). This can hinder efficient information sharing, communication and cooperation among the several safety agencies and stakeholders.…”

“…The traditional approach in complex problem-solving has been hierarchical, involving multiple stakeholders and tasks (Simon, 1996). Furthermore, most of the information coordination architectures in public safety networks are based on hierarchical structures (see Mackenzie et al, 2007;Bigley and Roberts, 2001;Hale, 1997). This is because the hierarchical approach is seen as a means of stability, transparency and accountability (Bharosa et al, 2011).…”