Crisis Governance, Emergency Management, and the Digital Revolution

Digital technologies have fundamentally altered emergency and crisis management work through increased potential for role ambiguity, role conflict, distraction, and overload. Multilevel approaches to improve congruence between crisis managers and their environments have the potential to reduce cognitive and organizational barriers and improve decision making. The future of crisis management lies in reducing the misalignment between personal, proximal, and distal environmental conditions.

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Crisis Management

10.1093/oso/9780190697211.003.0007 ◽

2018 ◽

Author(s):

Joshua M. Sharfstein

Keyword(s):

Public Health ◽

Decision Making ◽

Emergency Management ◽

Crisis Management ◽

Management Approach ◽

Incident Command System ◽

Management Structure ◽

Incident Command ◽

Standard Management ◽

Public Health Challenges

A useful management approach for responding to crises is the incident command system. Developed in the 1970s to coordinate efforts at the scenes of fires and other disasters, incident command is now the standard management structure recommended for a broad range of disasters by the Federal Emergency Management Agency. Key attributes of incident command include clear leadership, specified roles, and management by objective. Once an agency has developed the ability to activate an incident command or a modified version of incident command, it is worth using it regularly—including to better manage everyday public health challenges. Doing so builds the muscles of an organization in such areas as mobilizing resources, public communications, and decision-making under pressure.

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Moderator effects of personality traits on the relation between role conflict, role ambiguity and burnout

PsycEXTRA Dataset ◽

10.1037/e538922013-174 ◽

2005 ◽

Author(s):

M. Mainville ◽

A. Boucher ◽

J. Bolduc-Teasdale ◽

A.-M. Gagnon ◽

M.-C. Laughrea ◽

...

Keyword(s):

Personality Traits ◽

Role Conflict ◽

Role Ambiguity ◽

Moderator Effects

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Emergency management decision-making during severe weather

PsycEXTRA Dataset ◽

10.1037/e577572012-037 ◽

2006 ◽

Author(s):

Leigh A. Baumgart ◽

Ellen J. Bass ◽

Brenda Philips ◽

Kevin Kloesel

Keyword(s):

Decision Making ◽

Emergency Management ◽

Severe Weather ◽

Management Decision ◽

Management Decision Making

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Role Conflict and Role Ambiguity Scales--Revised

PsycTESTS Dataset ◽

10.1037/t02388-000 ◽

1983 ◽

Keyword(s):

Role Conflict ◽

Role Ambiguity

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Algorithmically Constructed Identities: Networked Digital Technologies, Dynamic Behavioral Big Data Collection, and Automated Decision-Making

Contemporary Readings in Law and Social Justice ◽

10.22381/crlsj11220197 ◽

2019 ◽

Vol 11 (2) ◽

pp. 49

Keyword(s):

Decision Making ◽

Big Data ◽

Data Collection ◽

Digital Technologies ◽

Automated Decision Making

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A novel multiple attribute decision-making approach for evaluation of emergency management schemes under picture fuzzy environment

International Journal of Machine Learning and Cybernetics ◽

10.1007/s13042-021-01280-1 ◽

2021 ◽

Author(s):

Yuan Rong ◽

Yi Liu ◽

Zheng Pei

Keyword(s):

Decision Making ◽

Emergency Management ◽

Multiple Attribute Decision Making ◽

Fuzzy Environment ◽

Multiple Attribute ◽

Management Schemes

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Evaluation of the Effects of a Bullying at Work Intervention for Middle Managers

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph17207566 ◽

2020 ◽

Vol 17 (20) ◽

pp. 7566

Author(s):

Elena Baixauli ◽

Ángela Beleña ◽

Amelia Díaz

Keyword(s):

Quality Of Life ◽

Conflict Resolution ◽

Role Conflict ◽

Leadership Practices ◽

Role Ambiguity ◽

Middle Managers ◽

Second Phase ◽

Communication Effects ◽

Work Intervention

The aim of the study is to evaluate the effects of a workplace bullying intervention based on the training of middle managers regarding bullying awareness, the consequences of bullying, strategies in conflict resolution and mediation/negotiation abilities. Overall, 142 randomly selected middle managers participated in the study. First, participants completed an information record and two scales assessing bullying strategies, role conflict and role ambiguity. The last two scales were completed again in a second phase three months after the intervention had finished. The intervention produced a decrease in the following bullying strategies: effects on self-expression and communication, effects on personal reputation and effects on occupational situation and quality of life, with all of the mentioned bullying strategies being suffered by part of the sample. In addition, the conflict role decreased in the group which received the intervention. Moreover, the decrease in the effects of the bullying strategy effects on occupational situation and quality of life was especially important in managers with higher responsibilities within the workplace. Results are discussed in the framework that (1) leadership practices and, more specifically, conflict resolution skills are strongly responsible for bullying at work; and (2) the importance of intervening in the early stages of the bullying process as a key element in the correction, but also as a potential prevention element, of bullying in the workplace.

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