- Identify the uncertain scenario, and sources of uncertainty.
- Share key information to facilitate synchronized actions and to maintain initiative on a changing scenario.
- Manage information in domino effect scenarios, which are time-constrained.
(company, project, organization)
|Building a Birds Eye View; Collaborative Work in Disaster Response||Fischer, Joel E.; Reeves, Stuart; Rodden, Tom; Reece, Steven; Ramchurn, Sarvapali D.; Jones, David (2015): Chi 2015: Proceedings of the 33rd Annual Chi Conference on Human Factors in Computing Systems; 4103–4112||Command and control environments ranging from transport control rooms to disaster response have long been of interest to HCI and CSCW as rich sites of interactive technology use embedded in work practice. Drawing on our engagement with disaster response teams, including ethnography of their training work, we unpack the ways in which situational uncertainty is managed while a shared operational ‘picture’ is constituted through various practices around tabletop work. Our analysis reveals how this picture is collaboratively assembled as a socially shared object and displayed by drawing on digital and physical resources. Accordingly, we provide a range of principles implicated by our study that guide the design of systems augmenting and enriching disaster response work practices. In turn, we propose the Augmented Bird Table to illustrate how our principles can be implemented to support tabletop work.|
|Information sharing and decision-making in multidisciplinary crisis management teams||Uitdewilligen, Sjir; Waller, Mary J. (2018): Journal of Organizational Behavior, 39(6), pp. 731-774||Multidisciplinary crisis management teams consist of highly experienced professionals who combine their discipline-specific expertise in order to respond to critical situations characterized by high levels of uncertainty, complexity, and dynamism. Although the existing literatures on team information processing and decision-making are mature, research specifically investigating multidisciplinary teams facing crisis situations is limited; however, given increasingly turbulent external environments that produce complex crisis situations, increasing numbers of organizations are likely to call upon multidisciplinary teams to address such events. In this paper, we investigate information processing and decision-making behaviors in an exploratory study of 12 organizational multidisciplinary crisis management teams. We identify three types of information sharing and track the emergence of distinct communicative phases as well as differences between high- and low-performing teams in the occurrence of sequences of information sharing behaviors. We close by discussing implications for research in this area and for managers of crisis management teams.|