Dynamic emergency response management for large scale decision making in extreme hazardous events

This chapter begins by discussing the nature of large groups and ­subgroups of crisis experts who are involved in the decision-making process ­during a disaster. This is followed by an examination of how to best support these efforts. Subsequently, we describe design problems inherent in emergency decision ­support systems, the genesis of such issues, and how to overcome them. In ­particular, this chapter describes the impact of the threat rigidity syndrome and information ­overload and how to mitigate their effects. We describe current research efforts to promote effective decision making. Characteristics of High Reliability Organisations (HROs) enable their effective response by utilising a set of practices to manage low probability/high consequence events, focusing on the best feasible solutions using the concept of “muddling through” (Weick and Sutcliffe 2001, 2007; Lindbolm 1959). Finally, we provide concluding observations in which we reiterate some of the most critical tactics needed to promote effective decision making by large groups responding to and recovering from a disaster or catastrophic event.