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ویرایش: 1
نویسندگان: Jan Glarum. Carl Adrianopoli
سری:
ISBN (شابک) : 0128157690, 9780128157695
ناشر: Butterworth-Heinemann
سال نشر: 2019
تعداد صفحات: 291
زبان: English
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود)
حجم فایل: 29 مگابایت
در صورت تبدیل فایل کتاب Decision Making in Emergency Management به فرمت های PDF، EPUB، AZW3، MOBI و یا DJVU می توانید به پشتیبان اطلاع دهید تا فایل مورد نظر را تبدیل نمایند.
توجه داشته باشید کتاب تصمیم گیری در مدیریت اضطراری نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.
تصمیم گیری در مدیریت اضطراریتصمیماتی را که نویسندگان در مورد حرفه خود گرفته اند بر اساس آموزش، تجربه و غریزه ترکیبی آنها بررسی می کند. از طریق طیف وسیعی از مطالعات موردی، خوانندگان متوجه می شوند که چگونه تجربه بر تصمیم گیری در ارتباط با تحقیق و ابزارهای موجود تأثیر می گذارد. در حالی که استفاده از علم، داده ها و استانداردهای صنعتی همیشه بهترین گزینه برای رسیدگی به شرایط اضطراری است، همه موقعیت های اضطراری با یک راه حل شناخته شده مناسب نیستند. این کتاب به طور جامع به بررسی این سوال می پردازد که "آیا "غریزه" یک عامل موثر در مواجهه با یک موقعیت چالش برانگیز است و چقدر با بهترین علم موجود مطابقت دارد؟"
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?"
Front matter Copyright Author Biography Preface Introduction to decision making for emergency managers in perspective Some examples of FEMA staffing failures during the Katrina Hurricane period 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 A short history of the study of decision making Incrementalism Thinking fast and slow in decision making 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 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 Decision making in emergencies, disasters, and catastrophic events 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 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 Terrorism Common mistakes in decision making during events Confusing success in procedural/bureaucratic processes with substantive success in the mission(s) A brief case study of failed decisions making by a FEMA manager confusing bureaucratic processes with “substantive success ... The problem of making good decisions in a group Group decision making Group think The problem of professional judgment in decision making during events Potential problems in dealing with FEMA’s Federal Coordinating Officers Failing to consider predeployment of staff and assets when appropriate and practical The error of assuming FEMA will “bail out” state and local emergency management agencies who are not themselves well prepar ... Errors in decision making resulting from inadequate or false information early in a disaster Don’t make the mistake of disregarding that recovery and mitigation are usually more complex and costlier than the relative ... The error of ignoring effective public relations because it is someone else’s job Don’t make the error of not addressing, economic, health status/disability, linguistic, racial, and ethnic differences in r ... The problem of ignoring individual predispositions, differences, and attributes when making emergency management decisions Emergency managers disregard political considerations at their peril Don’t expect FEMA or any federal agency to accept responsibility for security during disasters or emergencies Don’t disregard public health issues during recovery or response Don’t disregard the mental health of first responders or victims Don’t’ assume dealing with psychopaths is rare Never forget that catastrophic disasters can significantly affect history Don’t disregard scientific research Money is not the problem or solution Government outsourcing: A dilemma that causes much government waste and failure The proxies for big government (state and local governments, for-profit businesses, nonprofit organizations) State and local government proxies For-profit business proxies Nonprofit organization proxies Federal contractors A brief case study: A truck driving contract for general conveyance after Hurricane Katrina A very brief case study: Outmoded communications gear in a response agency A brief discussion: KJ, an EPA subcontractor in environmental protection Mitigation can be effective, but it is usually severely underfunded at all government levels There is a scarcity of information on overall disaster spending at federal, state, and local levels FEMA has too many recurrent weaknesses to be a consistent good steward of its money The full-time federal workforce Does the National Incident Management System (NIMS) really work for major event management? Is it that important to be competent in the NIMS/ICS? Is our ICS training model broken? Our exercises lack effort Silos will get someone killed Organizational/institutional silos Professions and disciplines as silos The silos created by our own values, biases, and imprecise mental processes Stereotypes and generalizations The Confirmation Bias as an information gathering silo Wise thoughts on avoiding silos that are often overlooked None of us are as smart as all of us Global approaches to disaster management Response in an international disaster context International public health and medical response and relief International disaster and relief agencies and NGOs Nongovernmental organizations in international disaster response and relief International disaster response to complex humanitarian events (CHEs) United Nations disaster management efforts The development of national and international disaster research Inappropriate international relief efforts Additional case studies Racism, religion, and an unexpected death Summary (some facts have been slightly altered to shield some participants) Lessons learned Good leadership can sometimes support bad decisions (since emotions for some are still high after more than a decade, som ... Summary Lessons learned Ego-driven decision making and behind the scenes power (some facts altered or deleted) Summary Lessons learned Six brittle patients needing medical evacuation stranded on Samoa at a closed airport (some facts slightly altered or mas ... Summary Lessons learned The young and inexperienced weather scientist who “saved the day” (some facts have been slightly altered) Summary Lessons learned The benefits of keeping a small footprint when stepping out of your lane Summary Lessons learned The use of young military recruits in local/state/federal trainings and exercises Summary Lessons learned Changes in the military must be recognized and dealt with Summary Lessons learned The unfortunate tendency of federal agencies to repeat big, well-publicized blunders instead of learning from them Summary Lessons learned Emergency Managers need to extend trust to receive it Summary Lessons learned Emergency Managers may need to improvise solutions not found in a book (even one as thorough as this one) Summary Lessons learned References Index A B C D E F G H I J K L M N O P Q R S T U V W Y Z