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Decision making in emergency management.
Decision-Making in Emergency Management examines decisions the authors have made over their careers based on their combined training, experience and instinct. Through a broad range of case studies, readers discover how experience impacts decision-making in conjunction with research and tools availab...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
San Diego :
Elsevier Science & Technology,
2019.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Glarum, Jan, |e author. | |
| 245 | 1 | 0 | |a Decision making in emergency management. |
| 264 | 1 | |a San Diego : |b Elsevier Science & Technology, |c 2019. | |
| 300 | |a 1 online resource (302 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Front Cover -- Decision Making in Emergency Management -- Copyright -- Contents -- Author Biography -- Preface -- Chapter 1: Introduction to decision making for emergency managers in perspective -- Some examples of FEMA staffing failures during the Katrina Hurricane period -- Chapter 2: The military decision making process -- The Simple O.O.D.A Loop -- A more complex diagram of the OODA Loop -- Observation -- Orientation -- Decide (hypothesis) -- Action -- Chapter 3: A short history of the study of decision making -- Incrementalism -- Thinking fast and slow in decision making | |
| 505 | 8 | |a Barriers to effective decision making and some methods to try to avoid them -- The framing effect -- The familiarity effect -- The confirmation bias -- The halo effect -- Group think -- The true believers -- The "smart person" problem -- Simple mathematical formulas often make better predictions than professionals -- The Black Swan: The impact of the highly improbable -- Thoughts on how to think well from Allan Jacobs -- Governmental effects and constraints on good decision making -- Model I: Rational policy -- Model II: Organizational process -- Model III: Bureaucratic politics | |
| 505 | 8 | |a The emergency manager as bureaucrat -- Can we improve our decision making? -- Improving decision making by attempting to avoid some of our brain's limitations -- Using simple mathematical formulas to improve decision making -- Applying some of the wisdom of Allan Jacob's to improve decision making -- Applying Finkelstein, Whitehead, and Campbell (FWC) methods to improve decision making -- The value of checklists in decision making -- Evolutionary approaches and game theory -- Chapter 4: Decision making in emergencies, disasters, and catastrophic events | |
| 505 | 8 | |a Emerging trends and history affecting emergency management decision making -- Background -- The 911 attack and the development of the US Department of Homeland Security -- Hurricanes Katrina and Rita in 2004, 2005 -- The extended, nonfederal government and its effects on emergency management -- Increasing global vulnerability to disasters -- The professionalization of emergency management -- The poor and the vulnerable as a special concern in emergency management -- Private business approaches to disaster response communication with AT & T | |
| 505 | 8 | |a Failing infrastructure must be considered in many disaster situations -- Weather-related hazards, technological hazards, and induced events (terrorists' use of weapons of mass destruction) -- Continued urbanization across the world -- Weather-related hazards -- Floods -- Coastal flooding -- Earthquakes -- Volcanoes -- Tsunamis -- Hurricanes -- NDMS DMAT assets as a key factor in early hurricane response -- Winter storms -- Tornadoes -- Droughts and wildfires -- Heat waves -- Urban heat islands -- Technological hazards -- Lessons for industry based on the Three Mile Island (TMI) reactor disaster -- Lessons for the regulator based on the Three Mile island (TMI) reactor disaster. | |
| 520 | |a Decision-Making in Emergency Management examines decisions the authors have made over their careers based on their combined training, experience and instinct. Through a broad range of case studies, readers discover how experience impacts decision-making in conjunction with research and tools available. While the use of science, data and industry standards are always the best option when it comes to handling emergency situations, not all emergency situations fit one known solution. This book comprehensively explores the question "Is 'instinct' a viable factor when faced with a challenging situation and how close does it match up with the best science available?" | ||
| 650 | 0 | |a Emergency management. | |
| 650 | 0 | |a Decision making. | |
| 650 | 2 | |a Decision Making |0 (DNLM)D003657 | |
| 650 | 6 | |a Prise de d�ecision. |0 (CaQQLa)201-0007575 | |
| 650 | 7 | |a decision making. |2 aat |0 (CStmoGRI)aat300054615 | |
| 650 | 7 | |a Decision making |2 fast |0 (OCoLC)fst00889035 | |
| 650 | 7 | |a Emergency management |2 fast |0 (OCoLC)fst00908500 | |
| 776 | 0 | 8 | |i Print version: |a Glarum, Jan. |t Decision Making in Emergency Management. |d San Diego : Elsevier Science & Technology, �2019 |z 9780128157695 |
| 856 | 4 | 0 | |u https://sciencedirect.uam.elogim.com/science/book/9780128157695 |z Texto completo |