Pat yourself on the back as you make adaptive changes. That may seem like unusual advice, given that feedback situations can rouse us to self-punishment and few of us are in the habit of congratulating ourselves. Nevertheless, nowhere is it written that the feedback process must be a wholly negative experience. Just as a salary raise or a bonus provides incentive to improve performance, rewarding yourself whenever you take an important step in the process will help you to persevere in your efforts. The incentive should be commensurate with the achievement. For example, an appropriate reward for completing a self-assessment might be an uninterrupted afternoon watching ESPN or, for a meeting with the boss, a fine dinner out.
A major incident management process is a must-have for organizations, as it helps them minimize the business impact of a major incident. The major incident management process primarily consists of the following steps:
Three Step Process For Implementation Of Cim Pdf 27
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Humanitarian crises, such as the 2014 West Africa Ebola epidemic, challenge information management and thereby threaten the digital resilience of the responding organizations. Crisis information management (CIM) is characterised by the urgency to respond despite the uncertainty of the situation. Coupled with high stakes, limited resources and a high cognitive load, crises are prone to induce biases in the data and the cognitive processes of analysts and decision-makers. When biases remain undetected and untreated in CIM, they may lead to decisions based on biased information, increasing the risk of an inefficient response. Literature suggests that crisis response needs to address the initial uncertainty and possible biases by adapting to new and better information as it becomes available. However, we know little about whether adaptive approaches mitigate the interplay of data and cognitive biases. We investigated this question in an exploratory, three-stage experiment on epidemic response. Our participants were experienced practitioners in the fields of crisis decision-making and information analysis. We found that analysts fail to successfully debias data, even when biases are detected, and that this failure can be attributed to undervaluing debiasing efforts in favor of rapid results. This failure leads to the development of biased information products that are conveyed to decision-makers, who consequently make decisions based on biased information. Confirmation bias reinforces the reliance on conclusions reached with biased data, leading to a vicious cycle, in which biased assumptions remain uncorrected. We suggest mindful debiasing as a possible counter-strategy against these bias effects in CIM.
Figure 2 depicts the interaction of the identified main challenges within the external analyst-supported CIM process. The response organizations activate external analysts in the first step (1). In steps (2) and (3) external analysts and decision-makers conduct information management and decision-making under the influence of the crisis, which can lead to biases. Information management and decision-making need to identify and mitigate biases to lead to unbiased results (4). Finally, the resulting information and decision are either influenced by biases, or bias mitigation was successful (5).
The experiment was designed to observe the crisis information management and decision-making process in a controlled environment. The controlled environment enables observation without interfering with the real response and allows us to conduct the experiment with three different groups. Yet, by designing realistic information flows, creating time pressure and providing the typical tools, the scenario is sufficiently realistic enough to inspire the same ways of thinking that external analysts or decision-makers also show in real epidemics. Through this setting, it was possible to observe the practices, communication and interactions within and between the participant groups. The experiment took place at the TU Delft Campus in The Hague in January 2020.
To address the first two research questions (Is surging external analysis capacity effective in identifying and mitigating data bias? and How do external analysts and decision-makers jointly handle data bias in the decision process?), we set up the first two stages of the experiment. To address research question three (Does confirmation bias create path dependencies whereby biased assumptions persist in sequential decisions?), we conducted an online survey with the same participants.
We conducted structured observations of the first two stages of the experiment that included the use of protocol sheets with guiding questions. Data collection through researcher observation is highly suitable in interactive experimental settings with dynamic group discussions. The goal was to capture verbal data, i.e., what is discussed, how by whom and when, as well as interactions among group members (Steffen & Doppler, 2019). Since an observer must select which person and interaction is the object of observation (selection problem), a result bias can occur (Steffen & Doppler, 2019). We addressed this potential issue by briefing observers beforehand on the observation protocol and guiding questions. Thus, before beginning an observation, researchers numbered participants in a common format to protocol activities in a standardized way, quickly and effectively. The protocol guideline included example observation items and was divided into three different sections: (1) description of workshop site, (2) communication and interaction description, (3) general impressions. The complete observation protocol is provided in the ??. The collected data was evaluated through qualitative content analysis (Döring & Bortz, 2016). The main activity was to summarize the collected observational data and reveal content related to our research questions. We further evaluated the information products developed by the participants in addition to conducting the qualitative document analysis. We proceeded in three steps:
Paraphrasing: To reduce the volume and complexity of the observational data and of the created information products, the first step was to identify passages that carry content relating to our research questions and delete passages that did not. In this process, the different data forms (text passages of the sheets and information products, e.g. maps) were analyzed separately.
Crisis response organizations integrate external analysts into the CIM process to strengthen their digital resilience. In this capacity, external analysts collect and analyze data and develop information products (e.g., maps, tables, infographics) for decision support. While this extended capacity is meant to improve the evidence base for decisions, the CIM process remains challenged by circumstances of urgency, uncertainty, high stakes, and constraint resources. Consequently, crises are prone to induce biases into the data as well as the cognitive processes of external analysts and decision-makers. We investigated how biases influence the CIM process between experienced external analysts and decision-makers through a three-stage experiment. 2ff7e9595c
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