In a corresponding way, for example, a commander in system
command works with emergency preparedness in the municipa-
lity to maintain it at a certain level, even when several response
operations are being executed simultaneously. This may, for ex-
ample, entail transferring resources in order to meet a possible
need for additional resources at one or more ongoing operations,
or ensuring that the conditions are met for a response operation
to maintain control for a certain period. Through such concentra-
ted efforts emergency preparedness can be set at a higher level in
order to meet a known threat situation on a later occasion. This
is also a tactical approach; resources are allocated with respect
to time and space, on the basis of capacity and in regard to both
the destructive sequence and the total assistance need within the
municipality or the equivalent. But this differs from the BA fire-
fighter example above, in that it occurs on the basis of a different
degree of resolution in how resources are handled, and the degree
of detail and information flow. It concerns, then, irrespective of the
decision domain, the allocation, in time and space, of resources on
the basis of capacity, the destructive sequence and the assistance
need. Control must be gained and maintained, as much in the event
of a routine callout as a major disaster, for the system as a whole
and for every individual emergency response operation.
Tactics can be described as a form of design, as knowledge in-
tensive work that creates symbols, a way of thinking. The creation
of an organisation can be said to be the link between the tactics
(the way of thinking) and the actual use of resources. A plan or
idea is realized, put into action. An organisation must be establis-
hed on the basis of the resources, including human resources in
a certain social context, which are applied to meet an assistance
need. In other words the command system must match the as-
sistance need that is the result of the incident or accident or the
current risk situation.
Control, anticipation and concluding
In connection with the type of dynamic event that an emerg ency
response operation often is, it can be difficult to ascertain the
need for different measures in good time. There is a considerable
risk of measures being initiated too late in relation to the course
of events. Command work can be incident steered, meaning that
the work is oriented towards tackling clear, obvious problems in
the short term. Configuration of the command organisation and