Decision-Making Under Ambiguous Conditions

Disaster Event

The activities I will engage in will support the full scope of situational awareness and lead to decisions about what information is available, what information is needed, what resources are available, which resources are already engaged, and which resources are likely to be needed.

As deployment commences, attention will immediately be focused on situational awareness. Continuous monitoring is an essential attribute of situational awareness as incidents are dynamic, and require efficacious information gathering for the actual presenting incident and any developing incidents ("IS 800.b," 2011). The monitoring profile must be responsive to the type of incident and the attendant reporting thresholds ("IS 800.b," 2011). It is essential for both incident monitoring and coordination of effort that critical information pass through established reporting channels as stipulated by the established security protocols ("IS 800.b," 2011).

I will apply an activation and deployment framework early in this situation that will enable me to accomplish key critical objectives. Once command of the situation has been established, the following steps will be accomplished. Note that an underlying expectation is that these steps may be iterative as new information comes to light during the course of the response. The critical first step is to assess the situation by gathering information that enables the identification and prioritization of the situation requirements ("IS 800.b," 2011). That is to say, what actions and tasks are immediately apparent and what aspects of the situation require additional information gathering and analysis. Based on available information and focused inquiry, the incident objectives will nr established. At this point in the incident response, there will be some clarity about what available resources should be activated, what capabilities are available to save lives, protect property, and protect the environment ("IS 800.b," 2011). There will be an immediate need to identify which resources can be deployed to meet basic human needs. These essential actions will be addressed by the Incident Commanders present at the scene through the development of Incident Action Plans ("IS 800.b," 2011). In addition, plans for the coordination of efforts to support the incident response will be developed by local, tribal, State, and/or Federal Government entities ("IS 800.b," 2011). Finally, coordination is guided by National Incident Management System (NIMS) standards.

2. I will communicate with leaders both vertically and horizontally. I will emphasize coordination of effort and conceptualization that extends beyond the boundaries of the usual. I will be prepared to expect the unexpected -- and to respond decisively based on the best available information.

The National Center for Injury Prevention and Control of the Centers for Diseases Control and Prevention has redefined leadership in disaster response as meta-leadership ("National Center," 2010, p. 9). Meta refers here to both a more comprehensive process form and the designation of a spin-off discipline that is fundamentally a response to newly introduced demands and challenges in changing contexts ("National Center," 2010, p. 9). The Center's definition of meta-leadership is "overarching leadership that connects purposes and works of different organizations and organizational units" ("National Center," 2010, p. 9). If there is a single defining attribute of a meta-leader, it is the ability to assume roles and responsibilities outside of their official position. The Center has determined that there are five essential dimensions of meta-leadership, which are to be suitably employed with the adaptability and flexibility inherently needed in disaster response ("National Center," 2010, p. 10). The five dimensions emphasize several key functional characteristics of the person, who is a meta-leader, and the manner in which a meta-leader customarily operates. One outstanding attribute is the capability of the meta-leader to bring people out of the "basement," so to speak, to higher levels of critical thinking and functioning. This means that a meta-leader must be able capable of leading the silo and leading up: a meta-leader "triggers and models confidence, inspiring others to excellence" ("National Center," 2010, p. 10). A meta-leader exhibits situational awareness through responses to changes or problems that are quickly perceived and analyzed. By leading up, a meta-leader assumes the head position in the chain of command, and effectively guides all stakeholder leaders. And in an increasingly important function, a meta-leader ensures effective cross-system connectivity. What this means in practical terms is that a meta-leader must "strategically and intentional devise cross-silo linkages that leverage expertise, resources, and information" ("National Center," 2010, p. 10).

I understand that if I am to be a meta-leader, I must be capable of extending myself outside my scope of experience, sustain a unique mindset, and encourage connectivity -- both during preparedness and actual crisis situations. The idea of meta-leadership may grate on individuals who have come up through military ranks or hail from disciplines where chain-of-command is the rule of law. I believe that the Center's portrayal of meta-leadership effectively captures the essence of the changing roles in disasters, such as mass casualty events (MCEs):

"Effective meta-leaders initiate change outside their previously established lines of decision-making and control. They are driven by a purpose broader than that prescribed by their formal roles and are motivated and capable of actions that transcend usual organizational confines. In this way, meta-leaders successfully confront challenges and barriers in communication, organizational response, standards of care, and surge capacity" ("National Center," 2010, p. 9).