scenario, a decision maker can miss the opportunity to make a
decision that is more correct or relevant in the particular con-
text. The opposite can also be true; that by focusing on an easier
decision with prospects for better results or with milder conse-
quences, a decision maker may not see the risks associated with
this decision or the opportunities of other decision alternatives
(Ellsberg, 1961).
To avoid surprises or that an emergency response operation
comes to a halt due to, for example, decision wavering or due to
measures not having the intended effect, there must be an ability
to take control the response operation as required. One must have
the ability to critically review the sequence of events, the need for
assistance and the decisions that are made. One must be able to
contemplate and illuminate decisions from various perspectives,
perhaps especially from how those seeking help perceive the help
that is provided. In this respect, one may have previous experiences
that influence decision making in a negative direction. Experienc-
es can cause one to have a predetermined perception concerning
certain phenomena, which can lead to one not seeing or taking
consideration to how the situation is in reality. Here as well, per-
ceptions of, among other things, time and space, are important
to take into consideration. Zetterling (1995) maintains that the
starting point must be to attain independent and initiativerich
conduct on all levels. The ability to improvise is considered to be
of fundamental significance in complex and dynamic situations.
Emergency responses are often characterized by high tempo, but
at the same time by unclear situations, and conduct must often be
based on diffuse grounds. Afterwards, execution is adjusted and a
large amount of flexibility is required. Zetterling (2000) maintains
that the aims of management by objectives are to:
- Establish increased participation among personnel.
- Involve more people in the planning, decisionmaking and ex-
ecution process. - Create better preconditions for focusing on general issues.
- Place the decision maker closer to execution of the decisions
that are made. - Create flexibility and adaptivity (the ability to adapt).
- Provide space for greater initiative ability.
- Establish better improvisation ability.
Management by objectives can be a suitable principle for control-
ling a sequence of events, but under certain circumstances, one