Emergency management and decision making on accident scenes: taxonomy, models and future research

Rake, Eivind L.

doi:10.1504/ijem.2003.004360

Cited by 9 publications

(8 citation statements)

References 11 publications

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“…Recognising the uncertainty element therefore implies a change of attitude. By reducing uncertainty, or at least depicting the areas where uncertainty is prominent, and highlighting alternative decision options, we may expect performance to improve and risk to be reduced ( Lipshitz and Strauss, 1997 ;Rake, 2003 ). Approaching relevant situations with the concept of fateful moments in mind and seeking to establish a valid risk image to be shared among the relevant actors, with concentration on uncertainty, may be a fruitful path to follow for further practical work and scientifi c studies of decisions related to complex situations where important values are threatened.…”

Section: Discussionmentioning

confidence: 99%

“…By using risk analysis as a decision support during decisions making on scene, the incident commander may decide what kind of information is needed and possible to obtain in the relevant time frames, and then decide which strategies and measures should be applied in real time ( Rake, 2003 ). There are few empirical evaluations of the actual infl uences of risk assessment on the decision making of human service professionals on scene.…”

Section: Risk Images As Basis For Decisions Related To Provision Of Pmentioning

confidence: 99%

“…The purpose of RIDM is to establish a way of thinking on scene that is general and independent of the actual situation ( Nj å and Rake, 2003 ;Rake, 2004 ). RIDM obliges the decision maker to place the focus on the quantities regarded as important, and RIDM requires the decision maker (on-scene management team) to evaluate uncertainties systematically.…”

Section: Risk Images As Basis For Decisions Related To Provision Of Pmentioning

confidence: 99%

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Risk images as basis for decisions related to provision of public services

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The British sociologist Anthony Giddens has introduced the concept of fateful moments. However, it is not easy to recognise fateful moments in the real world, and lack of time and competence coupled with structural and organisational barriers and unawareness of system complexity make the task diffi cult. Tools for risk and vulnerability analysis can lend powerful decision-making support and help ensure optimal outcomes. Drawing on the concept of fateful moments and common risk analytic approaches, this article discusses the use of risk-based thinking in two different decision-making settings, neither of which is typical of the current use of risk analyses. Both situations, however, may be interpreted as fateful moments as described by Giddens. First, we deal with demarcated and temporary activities under the responsibility of a local government (municipality), for example, arranging school trips, medical treatment in nursing homes or sports events. These are all activities requiring planning that takes possible adverse effects into consideration. Second, we look into crisis management at the scene of an accident. In crises, the time frame can be extremely short and the choices of action may be potentially fatal for victims or rescuers. An analysis of our two cases leads us to claim that some actors are reluctant to employ proven risk assessment tools in such situations because they see theoretical probability concepts as a major obstacle. The implications are that risk-based decision processes may be undermined and critical refl ections omitted in decision making. Furthermore, this reluctance opens the fi eld to ' risk experts ' and personnel become further 61 Risk images as basis for decisions related to provision of public services distanced from safety considerations. One way forward may be to guide decision makers to accept these tools as practical instruments for establishing a risk image as a basis for decisions in fateful moments.

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Section: Discussionmentioning

confidence: 99%

Section: Risk Images As Basis For Decisions Related To Provision Of Pmentioning

confidence: 99%

Section: Risk Images As Basis For Decisions Related To Provision Of Pmentioning

confidence: 99%

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Risk images as basis for decisions related to provision of public services

et al. 2012

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“…The research literature on crisis management on the scene enhances our view that the research effort has had little influence on the development of the practical performances seen among incident commanders and their respective organizations (Flin, 1996;Flin, 2001;Rake, 2003). In order to obtain better understanding of the processes on scene and contribute to practical changes, there is a need to develop research designs that challenge present scientific and professional views.…”

Section: A Need For Stronger Collaboration In Researchmentioning

confidence: 99%

An Essay on Research Methodology: An Alternative Approach to Incident Command Research Through Participatory Action Research

Njå

Rake

2008

Contingencies & Crisis Mgmt

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Current incident command research faces several challenges. The incident commander's behaviour and related assessments in the crisis response are context bound, and our understanding of these factors requires close awareness of the context. Reconstruction of the on-scene behaviour encompassing situation awareness and cognitive reasoning is difficult. There is a need to develop better understanding of decision-making in crisis settings and methods for rigorous observation and knowledge elicitation. In order to understand the importance and actual influence of incident commanding, the researchers need to assess the response in real time, not only based on studying logs etc. afterwards. Participatory action research provides ideas in which the researcher, besides being an observer, would be involved in the rescue work. This raises ethical questions, but there is a need for naturalistic decision-making research to evolve beyond descriptive models.

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“…Empirical studies, however, suggest that collaboration in pressing situations is not an easy undertaking. Emergency management teams (such as operational command centre crews/extreme action teams) are often put together ad hoc (van der Haar et al, 2008;Richter and Lehner, 2011), personnel are changed over time (Rake, 2003;Wybo and Madland Kowalski, 1998), and collaborating practitioners may have differing prior experiences of the work tasks at hand. Collaboration between practitioners from different response organizations has been shown to be rare, as it is coupled with uncertainty and ambiguity Carlström, 2008, 2011).…”

Section: Introductionmentioning

confidence: 99%

A framework for team-level reliability through a lens of collaboration

Rantatalo

2012

IJEM

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The aim of this paper is to develop a behavioural framework for team-level reliability assessment in which different forms of collaboration are used as measures. The paper draws on current theorizing on collaboration wherein the concept is divided into a regulatory and a social dimension. This definition of collaboration is further related to research on team-level reliability, and principles and conditions for reliable collaboration are proposed. The framework is tested empirically in an explorative observation study conducted in the context of a police operational command centre during large-scale critical incident management. In the study, frequencies and variance in interpersonal collaboration are examined. Further, an assessment of team-level reliability is conducted based on the findings. The paper concludes by discussing the potential for using collaboration as an empirical framework for the assessment of team-level reliability.

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Emergency management and decision making on accident scenes: taxonomy, models and future research

Cited by 9 publications

References 11 publications

Risk images as basis for decisions related to provision of public services

Risk images as basis for decisions related to provision of public services

An Essay on Research Methodology: An Alternative Approach to Incident Command Research Through Participatory Action Research

A framework for team-level reliability through a lens of collaboration

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