Cited by 940Disaster Management and ResiliencePublic Relations and Crisis CommunicationSafety and Risk Management

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Crisis Management in Hindsight: Cognition, Communication, Coordination, and Control

Comfort, Louise K.·2007·Public Administration Review

DOI 10.1111/j.1540-6210.2007.00827.x

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Abstract

This article argues that cognition is central to performance in emergency management. Cognition is defined as the capacity to recognize the degree of emerging risk to which a community is exposed and to act on that information. Using the case of Hurricane Katrina to illustrate the collapse of the standard model of emergency management without a clear focus on the role of cognition, the author reframes the concept of intergovernmental crisis management as a complex, adaptive system. That is, the system needs to adjust and adapt its performance to fit the demands of an ever‐changing physical, engineered, and social environment. The terms of cognition, communication, coordination, and control are redefined in ways that fit the reality of practice in extreme events. A reframed intergovernmental crisis management system may be conceived as a dynamic interorganizational system that is characterized by four primary decision points: (1) detection of risk, (2) recognition and interpretation of risk for the immediate context, (3) communication of risk to multiple organizations in a wider region, and (4) self‐organization and mobilization of a collective, community response system to reduce risk and respond to danger.

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“edu In the context of emergency management, where more than one organization is involved, building a common operational picture “is essential for clear communication and coordination of actions among emergency response organizations” [4].”
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“For example, the construct of coordination often overlaps with communication in the literature (Bowers, Braun, and Morgan 1997; Comfort 2007; Dietrich, Kujala, and Artto 2013).”
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“The organizational systems may include local emergency departments, government agencies, humanitarian organizations, and businesses (Kapucu 2006; Comfort 2007; Liu et al. 2022), with the advantage of continuously attracting resources from society (Vachette et al. 2017; Con-treras and Niles 2022).”
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Authors: Comfort, L. K.
Affiliations: University of Pittsburgh (US)
Corresponding author: Comfort, Louise K.
ORCID: Comfort, Louise K.
Venue: Public Administration Review
Publisher: Wiley
Published: 2007-12
Volume: 67
Issue: s1
Pages: 189-197
ISSN: 0033-3352 (ISSN-L)
1540-6210
DOI: 10.1111/j.1540-6210.2007.00827.x
OpenAlex: W2089773578
Cited by: 940
References: 18
Citations by year: 2026: 116 · 2025: 82 · 2024: 66 · 2023: 95 · 2022: 75 · 2021: 71 · 2020: 69 · 2019: 47 · 2018: 37 · 2017: 41 · 2016: 52 · 2015: 38 · 2014: 38 · 2013: 37 · 2012: 28
FWCI: 35.92
Type: journal article
Language: en
Open access: closed
Licence: onlinelibrary.wiley.com/termsAndConditions#vor (vor, 6 d)
Locations: Public Administration Review (publishedVersion)
Topics: Social Sciences › Sociology and Political Science › Disaster Management and Resilience
Social Sciences › Communication › Public Relations and Crisis Communication
Social Sciences › Safety Research › Safety and Risk Management
Keywords: crisis management, emergency management, cognition, Hurricane Katrina, complex adaptive systems, interorganizational systems, risk identification, risk communication, coordination, control, self-organization, community response, extreme events

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Crisis Management in Hindsight: Cognition, Communication, Coordination, and Control

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