2020/05/30 by Louise K. Comfort, Naim Kapucu, Kilkon Ko +3 · 3 citations
Social Sciences · Health Professions · #Disaster Management and Resilience #Disaster Response and Management #Public Relations and Crisis Communication
paper · pdf · doi:10.1111/puar.13252
Abstract This essay examines basic functions of crisis decision‐making — cognition , communication , coordination , and control—in response to COVID‐19 . This crisis decision‐making framework is applied to cases from South Korea , Italy , and the United States as public officials grapple with how to recognize , respond , and recover from this deadly , invisible threat . The authors acknowledge the harsh trade‐off between the compelling need to limit transmission of the virus to protect public health and the consequent economic losses of halting social interaction . They draw implications from this crisis for better decision‐making and investment in a global information infrastructure system to manage large‐scale, multidisciplinary threats to the health , economy , and sustainability of the world's community of nations . The essay concludes that collective cognition , amplified by timely , valid communication and supported by sound planning , trained personnel , appropriate technology , and bold leadership , enables coordinated action needed to bring a large‐scale global crisis under control . Evidence for Practice Invest in information technology to manage systematic data collection, analysis, and modeling. Provide timely, informed updates on community status to constituents. Maintain a knowledge base of resources, vulnerabilities, and plans.