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dc.contributor.authorBly, Jared Douglas
dc.date.accessioned2021-06-23T19:05:38Z
dc.date.available2021-06-23T19:05:38Z
dc.date.issued2021-06-23
dc.date.submitted2021
dc.identifier.urihttps://viurrspace.ca/handle/10613/24460
dc.identifier.urihttp://dx.doi.org/10.25316/IR-16283
dc.description.abstractThe 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.
dc.subjectCrisis management
dc.subjectDecision-making
dc.subjectDisaster management
dc.subjectEmergency management
dc.subjectTeamwork
dc.titleCrisis resource management in disaster
dc.date.updated2021-06-23T19:05:40Z
dc.language.rfc3066en
dc.degree.nameM.A. in Disaster and Emergency Management
dc.degree.levelMasters
dc.degree.disciplineSchool of Humanitarian Studies


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