Crisis decision making through a shared integrative negotiation mental model
Decision making during crises takes place in (multiagency) teams in a bureaucratic political context. As a result, the common notion that during crises, decision making should be done in line with a command-and-control structure is invalid. This paper shows that the best strategy for crisis decision-making teams in a bureaucratic political context is to follow an integrative negotiation approach as a shared teamwork mental model of decision making. This conclusion is based on an analysis of crisis decision making by teams in a bureaucratic political context. First, this paper explains why, in a bureaucratic political context, the command-and-control adage does not hold. Second, this paper motivates why crisis decision making in such a context can be seen as a negotiation process. Further analysis of the given context shows that an assertive and cooperative approach best suits crisis decision making.
Keywords: shared mental models, crisis management, decision making, integrative negotiation, multiagency teamwork, team decisions, emergency management, command-and-control, bureaucratic political context, cooperation
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