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CrisisManagement:TheoriesandMethodsDecisionmakingincrisissituationsDefinitions,models,methodsandresearchissuesSymposiumARPEGE15&16octobre2012,ParisF.Anceaux*&G.Morel***PERCOTEC(LAMIH-UMR8201CNRS&UVHC)**LAB-STICC(UMR6285CNRS&UBS)«….Classicalscience....rejectedtheaccident,event,hazard,theindividual.Anyattempttoreinstatethemcouldseemanti-scientificundertheoldparadigm….»EdgarMorin,IntroductiontocomplexthinkingSummarylDefinitionIssueslModels&researchissueslMethods&methodsissuesWhichspeaksaboutCM?lDomainsnPoliticalnOrganizationManagementnTourismnHealth(Emergencyplan,Epidemiology,…)nMilitary(C&C,Bioterrorism,Epidemiology…)nMaritimedomainnCiviliansecuritynAviation(afew)nNetworks(material,energy,information)….lDisciplinaryFieldsnManagement/Organizationstheories…nSociologynCognitiveSciences(cognitiveengineering,psychology,ergonomics,ComputerScience,DecisionScience…)nScheduling/Automation…«Crisis,oftenreducedtomajorevents…,aretraditionelyperceivedasexceptionalsituations.»Roux-Dufort(2007,p.105)lHermann(1972):“Thecrisissituationisathreateningphenomenon,surprisingbecausenon-planned”…Acrisisisasituationwhichcreatedanabruptchangeononeormorevariable(s)key(s)ofthesystem”«Weproposeanalyzingcrisisasaprocessoforganizationalweakening….»Roux-Dufort(2007,p.106)DefinitionsDefinitionslFaulkner(2001):nAtriggeringevent,whichissosignificantthatitchallengestheexistingstructure,routineoperationsorsurvivaloftheorganizationnHighthreat,shortdecisiontimeandanelementofsurpriseandurgencynAperceptionofaninabilitytocope…nAturningpoint(Keown&McMullan,1997)nCharacterizedbyfluid,unstable,dynamicsituation(Fink,1986)lRogalski(1996):n«Borderlinecase»ofdynamicenvironmentmanagementn“Overt”environmentlRogalski(2004)“Thereisacrisiswhenasystemisconfrontedwithanevent,generallyunexpected,ofwhichtheconsequencesaregoingtodevelopintimewithadynamicwhichcanbeveryfast,producingsignificantriskswhichexceedthepre-existingresourcesintermsofproceduresofactionsandactors”DefinitionslEventorProcessortwice?nDiscreteorcontinuousnImpliesdifferentpossibleapproachesArethereanycommonorshareddimensions?«Shared»dimensionslTriggeringevent&UncertaintyaboutevolutionnSurprise,Threat,Turningpoint,Dysfunctions'productionlHwang&Lichenthal(2000),2possibledynamicofcrisis’occurrencenAbruptcrisis(Catastrophes)nCumulativecrisis(Ruptures)nUnpredictablelAccesstoinformation,planning,…lEmergency/Temporalconstraintsl«Simple»EmergencylCrisis+Emergency«Shared»dimensionslControlnPerceivedlostofcontrollBeforeandduringcrisislOnconsequencesbutalsooncausesnResourcesovertaking(Rogalski,2004)lProcedures’levelnDistinctionsbetweenemergency,crisis,catastrophe&disaster(Borodzicz&vanHaperen,2002)…lOperator’slevelnProcessingrequirementsexceedtheindividualoperatorcapacitylOperators’organizationlevelnUnpredictedSituationsðnonadaptedorganizationsOthersdimensionslComplexitynChaoticdynamicnMultipleparametersnDifferenttemporaldynamicsnChanginghighlevel’sgoalsRepresentation/SituationAwareness(individual,team)OthersdimensionslCollectiveDimensionsnDifferentlevelslIndividualandteam(commandandcontrolteam)lCollective(CC+fieldsteams)lOrganizationallSocio-culturalnIntra/interorganizationlDistributedknowledgeandcomp...