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Achieving Agility in Disaster Management

Achieving Agility in Disaster Management

John R. Harrold
Copyright: © 2009 |Volume: 1 |Issue: 1 |Pages: 11
ISSN: 1937-9390|EISSN: 1937-9420|ISSN: 1937-9390|EISBN13: 9781615203390|EISSN: 1937-9420|DOI: 10.4018/jiscrm.2009010101
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MLA

Harrold, John R. "Achieving Agility in Disaster Management." IJISCRAM vol.1, no.1 2009: pp.1-11. http://doi.org/10.4018/jiscrm.2009010101

APA

Harrold, J. R. (2009). Achieving Agility in Disaster Management. International Journal of Information Systems for Crisis Response and Management (IJISCRAM), 1(1), 1-11. http://doi.org/10.4018/jiscrm.2009010101

Chicago

Harrold, John R. "Achieving Agility in Disaster Management," International Journal of Information Systems for Crisis Response and Management (IJISCRAM) 1, no.1: 1-11. http://doi.org/10.4018/jiscrm.2009010101

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Abstract

A significant body of social science research has concluded that improvisation in distributed, collaborative, open systems is the key to success in responding to and recovering from extreme events. The evolution of emergency management in the United States since the 9-11 attacks has emphasized the development of doctrine, process, and structure. In earlier work I concluded that both the agility desired by the social sciences and the discipline created by the professional practitioners are essential. This article explores how agility can be developed within a disciplined system and concludes that the keys are the development of outcome based goals, adaptive leadership, and technology that supports collaborative sense-making and decision making in open, organizational systems.

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