Crisis Decision Making Through a Shared Integrative Negotiation Mental Model

Conference paper (2009)
Department
Intelligent Systems (EEMCS) (TU Delft)
Copyright: CC Creative Commons
More Info
expand_more

Published Date

10-05-2009

Reuse Rights

Other than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons.

Source:

ISCRAM 2009: Proceedings of the 6th International Conference on Information Systems for Crisis Response and Management, Gothenborg, Sweden, 10-13 May 2009

Faculty

Electrical Engineering, Mathematics and Computer Science

Department

Intelligent Systems

Abstract

Decision making during crises takes place in (multi-agency) teams, in a bureaucratic political context. As a result, the common notion that during crises decision making should be done in line with a Command & Control structure is invalid. This paper shows that the best way for crisis decision making teams in a bureaucratic political context is to follow an integrative negotiation approach as the shared mental model of decision making. This conclusion is based on an analysis of crisis decision making by teams in a bureaucratic political context. First of all this explains why in a bureaucratic political context the Command & Control adage does not hold. Secondly, this paper motivates why crisis decision making in such context can be seen as a negotiation process. Further analysis of the given context shows that an assertive and cooperative approach suits crisis decision making best.

Files

Jonker_2009.pdf
(pdf | 0.931 Mb)