Crisis resource management in disaster
Bly, Jared Douglas
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The behavioural, social, and cognitive skills that guide response to emergencies and disasters make up crisis resource management (CRM). Emergencies and disasters are different types of events. Both are crises with potential to harm. They differ qualitatively and quantitatively. An emergency is a local event, manageable with resources usually available. A disaster is bigger, involves multiple organizations, and has the potential for much greater harm. Importantly, a disaster presents needs that exceed available resources. Though CRM is often applied to both, the same skills may not be equally valuable in events of different natures and magnitudes. The goal of this systematic review of CRM in disasters is to uncover how the components of this framework may need to be adapted to extreme events and what other, more disaster-specific skills may need to be considered. Awareness, decision-making, communication, leadership, and teamwork are foundational components guiding management of a crisis of any proportion. Extreme complexity makes adaptation, collaboration, and trust overarching themes in disaster response. Education and networks, though not components of response per se, were highly influential on the response phase and thus also included in this analysis.
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