1 / 12

MANAGING THE WHITE SPACE OF EMERGENCY MANAGEMENT OPERATIONS

Timothy W. Sevison. MANAGING THE WHITE SPACE OF EMERGENCY MANAGEMENT OPERATIONS. Agenda and objectives. Agenda What is White Space ICS and NIMS System Failures Emergency versus Disaster and Incident Complexity ICS White Space Issues Management and Leadership of the White Space.

hanzila
Download Presentation

MANAGING THE WHITE SPACE OF EMERGENCY MANAGEMENT OPERATIONS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Timothy W. Sevison MANAGING THE WHITE SPACE OF EMERGENCY MANAGEMENT OPERATIONS

  2. Agenda and objectives • Agenda • What is White Space • ICS and NIMS • System Failures • Emergency versus Disaster and Incident Complexity • ICS White Space Issues • Management and Leadership of the White Space • Objectives • Discuss the complexities involved in the management of emergencies and disasters and recognition of the significance of the white space in our typical ICS organizational model

  3. Tasks and decisions fall outside of the organizational chart Policies, statutes and authorities are unclear or ill defined Strategy is unclear Areas where hand-offs and cross-functional activities occur What is white space

  4. ICS is a hierarchical bureaucratic system that is intended to prevent the traditionally slow response of bureaucracies by having scalable pre-scripted roles and responsibilities NIMS expands on the concepts of ICS and is a uniformed set of processes and procedures to be used at all levels of government during large-scale disasters ICS & nims

  5. Hurricane Andrew Murrah Federal Building Bombing 9-11 Hurricane Katrina Deep Water Horizon Disaster Events

  6. Emergency (simple) Disaster (complex) • Predictable • Situational Awareness is achievable • Known incident parameters • Involves relatively small number of interacting elements and resources • Effectiveness of tactics readily apparent • Unpredictable • Situational Awareness is difficult or unachievable • Unknown or difficult to define parameters • Involves large number of interacting elements and resources • Effectiveness of solutions difficult to determine Emergency versus disaster

  7. Experience Local familiarity Predictability Direct cause and effect Repetition Why does ICS work well for emergencies?

  8. Disasters by definition are complex events • The ICS organization will continually evolve (emerge) as it becomes a more complex system • Focus on form over function • Activity Trap • 9-11 Logistics • Katrina NOC information • Katrina USCG-FEMA (FCO-PFO) issue Ics white space issues in disasters

  9. Focus on Objective (MBO) versus Outcome • Apollo 13 • Cave Collapse • Failure to recognize queue based (experienced) decision making • Evaluation of effectiveness of heuristic decision (trial and error) not timely • Planning for last disaster as opposed to next disaster • Known knowns, Known unknowns, Unknown unknowns Ics white space issues in disasters

  10. Recognize Complexity • Increase cross-functional interaction • Allow, embrace and support spontaneous organization • Decision points versus Decisive Points • Solutions not imposed, rather opportunities recognized and exploited • Promote ideas and non-linear thinking • Tiger Teams (Apollo 13) Managing the white space

  11. Look for what works as opposed to what is “supposed” to be done • Solicit innovative and creative approaches • Increase horizontal organizational interaction • Challenge assumptions and personal bias • Our plan was perfect except the storm began sooner than expected • Ownership, turf, etc.. Leadership in the white space

  12. Krill, S. (2010) Emergency Management Higher Education Conference presentation Snowden, D. & Boone, M. (2007) A Leaders Framework for Decision Making. Harvard Business Review. November 2007 U.S. Government (2006) hurricane Katrina: A Nation Still Unprepared. Chapter 27. http://www.gpoaccess.gov/serialset/creports/pdf/sr109-322/ch27.pdf Koehler, G. (1995). What Disaster Management Can Learn from Chaos Theory. http://www.library.ca.gov/crb/96/05/over_12.html Maletz, M. & Nohria, N. (2001). Managing the Whitespace. HBS Working Knowledge. http://hbswk.hbs.edu/archive/2064.html Franco, Z. & et al (2009). Evaluating the Impact of Improvisation on the Incident Command System. http://www.terrorismpsychology.org/wp-content/uploads/2009/05/iscram2009_final.pdf Ray, D., & Elder, D. (2007). Managing Horizontal Accountability. http://www.teaming-up.com/pdfs/mha.pdf references

More Related