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Decision Support for Crisis Incidents

Decision Support for Crisis Incidents

Daniel J. Power, Roberta M. Roth, Rex Karsten
Copyright: © 2013 |Pages: 13
ISBN13: 9781466640023|ISBN10: 1466640022|EISBN13: 9781466640030
DOI: 10.4018/978-1-4666-4002-3.ch009
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MLA

Power, Daniel J., et al. "Decision Support for Crisis Incidents." Engineering Effective Decision Support Technologies: New Models and Applications, edited by Daniel J. Power, IGI Global, 2013, pp. 149-161. https://doi.org/10.4018/978-1-4666-4002-3.ch009

APA

Power, D. J., Roth, R. M., & Karsten, R. (2013). Decision Support for Crisis Incidents. In D. Power (Ed.), Engineering Effective Decision Support Technologies: New Models and Applications (pp. 149-161). IGI Global. https://doi.org/10.4018/978-1-4666-4002-3.ch009

Chicago

Power, Daniel J., Roberta M. Roth, and Rex Karsten. "Decision Support for Crisis Incidents." In Engineering Effective Decision Support Technologies: New Models and Applications, edited by Daniel J. Power, 149-161. Hershey, PA: IGI Global, 2013. https://doi.org/10.4018/978-1-4666-4002-3.ch009

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Abstract

Crisis incidents occur in both business and public domains. This article focuses on non-routine incidents and explores uses of technologies for supporting crisis management tasks. A Crisis Incident Spiral of Decision Support helps identify useful decision support and information technologies. Additionally, a Crisis Incident Process/Decision Support Matrix categorizes processes of crisis planning, response and management with decision support technologies. Ideally, the matrix helps organize and stimulate thinking about novel DSS applications. Not all crises are of equal magnitude and different computerized decision support is needed in different types of crisis incidents.

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