A Critical Examination of the Assumptions Regarding Centralized Coordination in Large-Scale Emergency Situations

Groenendaal Jelle (), Helsloot Ira and Scholtens Astrid
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Helsloot Ira: Faculty of Management Sciences, Department of Public Administration, Radboud University Nijmegen, Thomas van Aquinostraat 3, 6525 GD Nijmegen, the Netherlands
Scholtens Astrid: Crisislab, Dashorsterweg 1, 3927CN Renswoude, the Netherlands

Journal of Homeland Security and Emergency Management, 2013, vol. 10, issue 1, 113-135

Abstract: Scientists have extensively debated the effectiveness of different emergency response management models, with a particular focus on the “command and control” versus “coordination” models. This debate, which focuses on centralized coordination at the tactical and strategic levels, assumes that the activity of frontline units within and between response organizations must be aligned and that it is possible to exercise control over frontline units. In this article, we discuss these assumptions and argue that researchers overestimate the degree to which frontline units can and should be centrally coordinated during the acute phase of emergency situations. Instead, we provide a mechanism in which coordination naturally emerges from the task at hand when frontline units follow a few simple decision rules. In addition, two managerial intervention strategies are presented that only may work in specific situations when frontline units are likely to misinterpret the environment in which they operate.

Keywords: command and control; coordination; distributed decision making; emergency response management; recognition primed decision making; stigmergy (search for similar items in EconPapers)
Date: 2013
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DOI: 10.1515/jhsem-2012-0053

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