The full text of this article
Crisis decision making through a shared integrative negotiation mental model
by Willem Van Santen, Catholijn Jonker, Niek Wijngaards
International Journal of Emergency Management (IJEM), Vol. 6, No. 3/4, 2009
Abstract: Decision making during crises takes place in (multiagency) teams in a bureaucratic political context. As a result, the common notion that during crises, decision making should be done in line with a command-and-control structure is invalid. This paper shows that the best strategy for crisis decision-making teams in a bureaucratic political context is to follow an integrative negotiation approach as a shared teamwork mental model of decision making. This conclusion is based on an analysis of crisis decision making by teams in a bureaucratic political context. First, this paper explains why, in a bureaucratic political context, the command-and-control adage does not hold. Second, this paper motivates why crisis decision making in such a context can be seen as a negotiation process. Further analysis of the given context shows that an assertive and cooperative approach best suits crisis decision making.
Online publication date: Thu, 11-Feb-2010
is only available to individual subscribers or to users at subscribing institutions.
Go to Inderscience Online Journals to access the Full Text of this article.
Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.
Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Emergency Management (IJEM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable).
See our Orders page to subscribe.
If you still need assistance, please email firstname.lastname@example.org