Crisis Decision‐Making on a Global Scale: Transition from Cognition to Collective Action under Threat of COVID‐19

Abstract

This essay examines basic functions of crisis decision‐making—cognition, communication, coordination, and control—in response to COVID‐19. This crisis decision‐making framework is applied to cases from South Korea, Italy, and the United States as public officials grapple with how to recognize, respond, and recover from this deadly, invisible threat. The authors acknowledge the harsh trade‐off between the compelling need to limit transmission of the virus to protect public health and the consequent economic losses of halting social interaction. They draw implications from this crisis for better decision‐making and investment in a global information infrastructure system to manage large‐scale, multidisciplinary threats to the health, economy, and sustainability of the world's community of nations. The essay concludes that collective cognition, amplified by timely, valid communication and supported by sound planning, trained personnel, appropriate technology, and bold leadership, enables coordinated action needed to bring a large‐scale global crisis under control. Evidence for Practice Invest in information technology to manage systematic data collection, analysis, and modeling. Provide timely, informed updates on community status to constituents. Maintain a knowledge base of resources, vulnerabilities, and plans.

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