Crisis Management in Hindsight
Cognition, Communication, Coordination, and Control
Bibliographic Data
| ID | 6366266 |
|---|---|
| Authors | Louise K Comfort (0000-0003-4411-1354, University of Pittsburgh, corresponding author) |
| Year | 2007 |
| Volume | 67 |
| Issue | s1 |
| Pages | 189-197 |
| Publication date | 2007-12-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2007.00827.x |
| OpenAlex | W2089773578 |
| Language | EN |
| Citations received | 233 |
| References cited | 9 |
This article argues that cognition is central to performance in emergency management. Cognition is defined as the capacity to recognize the degree of emerging risk to which a community is exposed and to act on that information. Using the case of Hurricane Katrina to illustrate the collapse of the standard model of emergency management without a clear focus on the role of cognition, the author reframes the concept of intergovernmental crisis management as a complex, adaptive system. That is, the system needs to adjust and adapt its performance to fit the demands of an ever‐changing physical, engineered, and social environment. The terms of cognition, communication, coordination, and control are redefined in ways that fit the reality of practice in extreme events. A reframed intergovernmental crisis management system may be conceived as a dynamic interorganizational system that is characterized by four primary decision points: (1) detection of risk, (2) recognition and interpretation of risk for the immediate context, (3) communication of risk to multiple organizations in a wider region, and (4) self‐organization and mobilization of a collective, community response system to reduce risk and respond to danger
Business · Cognition · Cognitive psychology · Command and control · Context (archaeology · Control (management · Crisis management · Economics · Emergency management · Hindsight bias · Knowledge management · Management · Political science · Public relations · Risk management · Socially distributed cognition · Computer Science · Disaster Management and Resilience · Law · Psychology · Public Relations and Crisis Communication · Team Dynamics and Performance
Complexity in US Social Welfare Administration
A European Perspective on Crisis Informatics
Leadership in Times of Crisis
Evaluating the Productivity of Collaborative Governance Regimes
Social media in emergency management
Organizational Response to Adversity
Emergency knowledge management and social media technologies
Linking emergency management networks to disaster resilience
Resilience organizing
Hybrid Crisis Governance
Disaster Cross‐Sector Collaboration Networks
Framing the Problem of Flood Risk and Flood Management in Metropolitan Los Angeles
The Discursive Construction of War in Anadolu Agency and Reuters News
Emergency Culture
Decision-making support utilizing real-time tsunami inundation and damage forecast
Collaborative governance in disaster management and sustainable development
Grassroots Governance in Action
The evolution of online public opinion on earthquakes
The dynamic collaboration in crisis communication
While emergencies are becoming regular
Managing Covid-19 Pandemic Crisis
Multi-stakeholder communication and coordination systems in post-disaster socio-economic recovery collaboration
Inter-organisational communication
Humanitarian support in a denial of access context
How will the public health committees develop after Covid-19 pandemic in China? Exploration from mixed methods study in Pingshan District, Shenzhen
Dynamic assessment of community resilience in China
Why do democracies respond differently to Covid-19? A comparison of the United States and South Korea
Progress and landscape of disaster science
How digital intelligence technologies reshape emergency collaboration
Imm
Collaborative governance and effectiveness during emergency response actions in Norway
Identifying the components affecting intra-organizational collaboration of health sector in disasters
Information overload, stress, and emergency managerial thinking
Ranking the collaborative competencies of local emergency managers
Exploring communication inefficiencies in disaster response
The more actions, the higher the performance evaluation? Evidence from the crisis management of Covid-19 in China
Challenges in multi-agency collaboration in disaster management
Situational awareness and decision-making in a crisis situation
Motivations underlining the “blame avoidance dilemma”
Stakeholder participation for effective post-disaster risk communication
Identifying key government-manageable factors in post-disaster housing reconstruction
Preconditions, processes and structures
The expertise of public officials and collaborative disaster management
Challenges in managing technological disasters in Cameroon
“We only have the one”
Factors influencing communication structures and processes in disaster management teams – Fields of action and design options
Toward disaster-resilient universities
Navigating collaborative governance
Six Cs of pandemic emergency management
Interorganizational coordination during emergencies and crises
The resilience paradox
Floods on trial
Crisis Leadership, Organizational Sensemaking, and Organizational Resilience
Krizden Dayanıklılığa
Unpacking government social media messaging strategies during the Covid‐19 pandemic in China
Alignment between Disaster Policies and Practice
Assessment of Resilient Governance Capacity toward Covid-19 in Chinese Cities
Jazz on Tulsa Time
Collective Action and Vulnerable Populations
Political Polarization during Extreme Events
Social Media Data Analysis
Exploring network mechanisms to organizations’ influence reputation
Be prepared! Local politicians’ proclivity for local government adaptive capacity building in response to Covid-19
Crisis lifecycle, policy response, and policy effectiveness
Manager characteristics and early innovation adoption during crises
Organizational risk perception in public agencies
Designing response networks in turbulent times
Public management during a crisis
Legitimacy building in crisis
AI for crisis decisions
Social Support and Aggressive Communication on Social Network Sites during the Covid-19 Pandemic
From women for women
Re-envisioning the learning landscape
Recovery Capacity of Small Nonprofits in Post-2017 Hurricane Puerto Rico
Reclaiming the Authority to Plan
Multilevel Network Governance in Implementing Plans and Policies for Disaster Response and Building Resilient Communities
Better safe than sorry
Interpretive structural modelling of inter-agency collaboration risk in public safety networks
A State of Emergency in Crisis Communication an Intercultural Crisis Communication Research Agenda
Effective communication during major crises
The 2009 Victorian Bushfires
The effects of public service motivation, risk propensity and risk perception on defensive decision-making in public administrations
Managing Transboundary Crises
Are Loosely Coupled Organizations Resilient to Crises? Five French Higher Education Institutions Facing Covid
Estimative rationality
Building centaur responders
Local responses to the threats of dramatic crises
Analysis of collaborative urban public crisis governance in complex system
Staying connected under fire
WHO Headquarters Risk Communication and Community Engagement (RCCE) Response to Covid-19 – Leadership
Communication for coproduction
Technological vulnerability and knowledge of cyber-incidents
What accounts for the different regional responses to Covid-19 in China? Exploring the role of institutional environment, governance capacity and legitimacy
Connecting with New Partners in Covid ‐19 Response
Crisis coordination in complex intergovernmental systems
Accountability in Governance Networks
Managing through Covid ‐19
Public–nonprofit Partnership Performance in a Disaster Context
Administrative characteristics and timing of governments' crisis responses
Advocacy Coalitions in Crisis Resolution
| Unique citing works | 233 |
|---|---|
| Citations per year | 12,94 |
| Citation span | 2008 - 2026 (19) |
| Citation velocity | current |
| Highly cited | Yes |
| Citation types | Neutral: 233 |