The entire system can normally not be shaped or handled by a
single person. This means, for example, that an emergency re-
sponse operation must be divided into a number of smaller parts
with sizes that are appropriate with consideration to the infor-
mation flow that can be handled by the individual or individuals
who control and handle the information flow within the respec-
tive parts. Such a division must take consideration to both time
aspects and spatial aspects. The issue thus arises as to how the
system will be organised and function in its context with handling
preparedness production, risk profiles, individual emergency re-
sponse operations and the tasks that are conducted in conjunction
with these emergency response operations.
In general there are three factors that decision makers on vari-
ous levels must take consideration to in conjunction with distri-
buted decision making (Brehmer, 1998).
- That the various decision makers have a similar situational
perception and a similar picture of the surround ing enviro
nment. - That one in various ways can agree on resources and distribute
them in a suitable manner. - That joint operations are coordinated.
What can be important to keep in mind with distributed deci-
sion making is, among other things, that as pressure against the
clock increases, that the degree of negotiation between the enti-
ties also increases in regard to the distribution of resources and
coordination of operations. As pressure against the clock further
increases, coordination based on a plan becomes the only viable
alternative. In coordinating operations in such cases, the decision
makers must instead communicate their intentions to their orga-
nisations. In the event of extreme pressure against the clock, one
cannot involve oneself in details.
Issues that in various ways must be taken into consideration
when decisions are to be distributed among various individuals
include (Orasanu et al., 1992b and Duffy, 1992):
- Discrepancies between different levels in a hierarchical sys-
tem, where lower levels need more current but less general
information about the situation, while higher levels can often
get by with less current but more general information about
the situation. - The need to shape and adapt the organisational system based