Codifying a crisis: Progressing from information sharing to distributed decision-making

Abstract

A key challenge in crisis management is maintaining an adequate information position to support coherent decision-making between a range of actors. Such distributed decision-making is often supported by a common operational picture that not only conveys factual information but also attempts to codify a dynamic and vibrant crisis management process. In this paper, we explain why it is so difficult to move from information sharing towards support for distributed decision-making. We argue that two key processes need to be considered: supporting both the translation of meaning and the transformation of interests between those on the front line and those in the remote response network. Our analysis compares the information-sharing processes in three large-scale emergency response operations in the Netherlands. Results indicate that on several occasions the collaborative decision-making process was hampered because actors limited themselves to factual information exchange. The decision-making process only succeeds when actors take steps to resolve their varying interpretations and interests. This insight offers important lessons for improving information management doctrines and for supporting distributed decision-making processes.