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Author Baber, Christopher

Title Grasping the Moment : Sensemaking in Response to Routine Incidents and Major Emergencies
Published Milton : CRC Press, 2016


Description 1 online resource (286 pages)
Contents Cover; Half Title; Title Page; Copyright Page; Dedication; Contents; List of Figures; List of Tables; Preface; About the Authors; Chapter 1: Introduction; 1.1. The Challenges of Sensemaking; 1.1.1. When Does Sensemaking Happen?; 1.1.2. What Is Made in Sensemaking?; 1.2. Common Ground in Conversations; 1.2.1. Sensemaking and Common Ground; 1.3. Three Types of Sensemaking; 1.3.1. Individual Sensemaking; 1.3.2. Artefact-Driven Sensemaking; 1.3.3. Collaborative Sensemaking; 1.4. Macrocognition and Sensemaking; 1.5. Distributed Cognition as a Unifying Concept for Sensemaking
1.6. Graphically Representing Distributed Cognition1.7. A Note on Emergency Response; Chapter 2: Individual Sensemaking; 2.1. Introduction; 2.2. Representing Prior Experience; 2.2.1. RPD Making; 2.3. Seeing the Gaps: The Data-Frame Model; 2.4. Flexecution; 2.5. The Problem of Bias; 2.5.1. Frames and Biases; 2.5.2. Sources of Bias in Sensemaking; 2.6. Conclusions; Chapter 3: Sensemaking with Artefacts; 3.1. Introduction; 3.2. Artefacts as External Representations; 3.3. Artefacts as Part of a Cognitive System; 3.4. Artefacts as Resources for Action
3.5. The Problem with Sensemaking as Representation Construction3.6. Distributed Cognition and the Extended Mind; 3.6.1. The Mark of the Cognitive; 3.7. Conclusions; Chapter 4: Collaborative Sensemaking; 4.1. Introduction; 4.2. Collaborative Search after Meaning; 4.2.1. Identity: Perception of the Environment Is Affected by the Perception of Self or Group; 4.2.2. Retrospective: Sensemaking Is Concerned with Making Sense of Events That Have Already Happened; 4.2.3. Enactment: The Process of Making Sense Necessitates Active Involvement with the Environment and the Situation
4.2.4. Social: Making Sense Involves the Creation of Shared Meaning and Shared Experience That Guides Organizational Decision Making4.2.5. Ongoing: Sensemaking Is a Continuous Process That Starts before and Continues after an Event; 4.2.6. Extracted Cues: Information Is Provided by Interactions with the Environment; This Prompts Further Data Collection; 4.2.7 Plausible Rather than True: Sensemaking Generates a Coherent, Reasonable and Memorable Understanding of an Event That Guides Action, Rather than Attempting Accuracy; 4.3. The Problem of Situation Awareness; 4.3.1. Distributed SA
4.3.2. The Role of Artefacts in Distributed SA4.4. Sensemaking as System Activity; 4.5. Conclusions; Chapter 5: Command and Control in the UK Emergency Services; 5.1. Introduction; 5.2. Emergency Service Operations in the United Kingdom; 5.3. The Concept of C2; 5.3.1. Police Incident Response C2 Organisation; 5.3.2. Fire and Rescue: The Incident Command Model; 5.3.3. OODA Loop; 5.3.4. A Generic Process Model of C2; 5.4. The Future of C2; Chapter 6: Sensemaking in Command and Control; 6.1. Introduction; 6.2. Collaborative Networks; 6.3. Planning and Adaptation (Replanning)
Summary "The ways in which organizations make use of information available to them to make decisions and manage activity is an essential topic of investigation for human factors. When the information is uncertain, incomplete or subject to change, then decision making and activity management can become challenging. Under such circumstances, it has become commonplace to use the concept of sensemaking as the lens through which to view organizational behavior. This book offers a unique perspective on sensemaking through its consideration of the variety of ways in which Incident Response is managed by the Police. As an incident moves from the initial call handling to subsequent mobilization of response to first officer attending, a wide range of information is acquired, processed and shared, and the organization (and individuals who work within it) face challenges of making sense of the situation to which they are responding"--Provided by publisher
Notes 6.4. Problem Detection
Bibliography Includes bibliographical references (pages 227-239) and index
Notes Print version record
Subject Emergency management -- Decision making
Crisis management.
Organizational behavior.
Law enforcement.
Knowledge management.
Knowledge Management
Crisis management.
Emergency management -- Decision making.
Knowledge management.
Law enforcement.
Organizational behavior.
Form Electronic book
Author McMaster, Richard
ISBN 9781317124962