Comparing Emergency Response Infrastructure to Other Critical Infrastructures in the California Bay‐Delta of the United States: A Research Note on Inter‐Infrastructural Differences in Reliability Management

Abstract

This research note summarizes observed similarities, differences, and mixed similarities and differences between emergency responders in California's emergency response infrastructure and control room operators in some other critical infrastructures there. The dissimilarities are all the more striking given the many similarities.The chief difference, we speculate, lies in the conditions on and skills of control room operators to ensure the continuous and safe provision of the critical service in question, even during (especially during) turbulent times -what we have called 'high reliability management'. This management differs considerably from the active crisis management of many emergency responders, although both groups seek to manage 'reliably'.

High reliability leadership: A conceptual framework

“…According to Roe and Schulman (), although this argument is well known in some occupations that often have to “manage consequences” (i.e., emergency responders), adherence to procedures is the “only way” to achieve high reliability in others (i.e., operators). Whereas emergency responders are accustomed to living with the unexpected, adherence to procedures might make operators deny surprises that cannot be dealt with through procedures.…”

“…Taking the lead in delegating functions and acting personally are other leader behaviours considered in this dimension. According to Roe and Schulman (2015), although this argument is well known in some occupations that often have to "manage consequences" (i.e., emergency responders), adherence to procedures is the "only way" to achieve high reliability in others (i.e., operators).…”

Pandemic COVID-19, the High-Reliability Organization (HRO), and the Ecology of Fear

“…The HRO uses threat and stress responses as drivers to learn, inform leadership styles (35,36), team formation, and foster collegiality. As acquired cultural knowledge, stress informs the detection and response to threats and identifies and modulates stress responses.…”

Resilience in the Gaze of Ebola: Analysis from a Developing Country

“…The conditions for a high-performance health systems include a well-distributed workforce, information systems for data collection, quality improvement analysis, and clinical communication support, as well as the organizational capacity to support culturally competent services and ongoing improvement efforts [23]. Health authorities in most sub-Sahara countries do very little to promote health [29].…”

“…Evidence from Western countries show that investing in community health workers leads to a sustainable success in virus containment [14] [23]. Like most developing countries, Liberia has very high unemployment rates, along with a substantial supply of educated people residing in the West, leaving government to scramble for qualified people when crises hit.…”