Designing a solution to enable agency-academic scientific collaboration for disasters

Abstract

ABSTRACT. As large-scale environmental disasters become increasingly frequent and more severe globally, people and organizations that prepare for and respond to these crises need efficient and effective ways to integrate sound science into their decision making. Experience has shown that integrating nongovernmental scientific expertise into disaster decision making can improve the quality of the response, and is most effective if the integration occurs before, during, and after a crisis, not just during a crisis. However, collaboration between academic, government, and industry scientists, decision makers, and responders is frequently difficult because of cultural differences, misaligned incentives, time pressures, and legal constraints. Our study addressed this challenge by using the Deep Change Method, a design methodology developed by Stanford ChangeLabs, which combines human-centered design, systems analysis, and behavioral psychology. We investigated underlying needs and motivations of government agency staff and academic scientists, mapped the root causes underlying the relationship failures between these two communities based on their experiences, and identified leverage points for shifting deeply rooted perceptions that impede collaboration. We found that building trust and creating mutual value between multiple stakeholders before crises occur is likely to increase the effectiveness of problem solving. We propose a solution, the Science Action Network, which is designed to address barriers to scientific collaboration by providing new mechanisms to build and improve trust and communication between government administrators and scientists, industry representatives, and academic scientists. The Science Action Network has the potential to ensure cross-disaster preparedness and science-based decision making through novel partnerships and scientific coordination.

Science During Crisis: The Role of Science in Disaster Response

“…Success is gauged by lives saved, injuries reduced, ecosystem and infrastructure services restored, speed of recovery, and development of mitigation tools for future disasters. These differing strategies and goals can impair coordination and information-sharing during response [6]. They can also jeopardize careful consideration of challenges, risks, and ethical protections inherent in scientific undertakings.…”

A comparative case study of multistakeholder responses following oil spills in Pointe d’Esny, Mauritius, and Huntington Beach, California

“…Higher perceptions of preparedness and better coordinated responses are associated with higher levels of trust in government among residents (Longstaff andYang 2008, Basolo et al 2009); pre-disaster collaboration with local NGOs (Brudney and Gazley 2009); and strategic, transparent, and responsive leadership (Gilstrap et al 2016). Disaster response plans often include consulting with situation-specific experts (Perry and Lindell 2003, Bharosa et al 2010, Stoepler and Ludwig 2015, because professional and scientific expertise may be crucial for managing disaster responses effectively (Lidskog and Sjödin 2016, Mease et al 2017, Albris et al 2020, including after oil spill events (Jones 2013). Government responsibilities and expertise vary across countries and levels of government (e.g., national, state, local; Xiong et al 2015).…”