decisionmaking is similar, but an expert in a certain field is nor-
mally better equipped to utilise correct or relevant information
for his or her decisions. Note, however, that an expert in one field
is seldom an expert in another. In some cases, one can thus engage
several different experts to deal with a complex situation.
One can also speak of dynamic decision-making, i.e. that decisions
are made in situations that are timedependent and that often re-
quire several decisions in sequence that are directed towards the
same objectives, and that the decisionmaker receives information
about the various decisions’ impacts on the situation. Moreover,
the situation changes with time, partially as a result of the deci-
sions made, and partially of itself.
In conjunction with emergency response operations, subse-
quent decisions must often be made as new needs arise. Prefe-
rably, decisions should probably be made before a need arises.
The issue of time scales is again applicable here. Higher system
levels must be able to handle longer time scales and therewith
also establish the conditions for the function of the entire system.
Moreover, one must be aware of delays between decisions on a
specific measure and the effect of the measure. All measures and
decisions require time. During this time, events continue to occur,
both intentional and unintentional.
Individuals and group members
Work in conjunction with emergency response operations is ba-
sed on the capability to organise resources in a purposeful man-
ner. The organisation is important for the individuals and groups
that are included in the organisation in being able to see their
roles in a larger context. In this way, the organisation creates a
sense of security for the individual.
The fundamental concept of organisations is that through coope-
ration between individuals, one achieves objectives more effectively
than through individual efforts. The effect of several individuals
cooperating to attain a common objective is greater than if each in-
dividual worked alone, even if working towards the same objective.
A formal organisation is generally characterised by there being a
distribution of tasks and that the individuals in various ways are
specialised, that work is coordinated and is controlled, that there
is more or less pronounced leadership – someone is the leader and
others follow this leader – and that the organisation has one or
more objectives.