Michael BABIN ; Patrick Laclémence ; Paul-Henri Richard
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Towards a collective intelligence within extreme management situations: applications to emergency operations center
The video presented here is taken from a real-life situation that occurred during social demonstrations in the city of Troyes, France. The objective of this video is not to re-enact reality but to make an original narrative presentation of my research project.
My study focuses on collective action in the context of extreme management situations characterized by a particular combination of risk, uncertainty and evolutivity (Lièvre, 2014). In this context, decision-makers are exposed to a large flow of information that makes it difficult to construct meaning and make decisions. To cope with this context, several crisis preparation strategies are used. Upstream of the crisis, Roux-Dufort (2003) indicates that it is necessary to evaluate ones’ exposure and prepare the implementation of prevention measures. During the crisis, this author stipulates that it is necessary to detect the onset of a crisis, to manage and coordinate the reaction and to communicate appropriately. Thus, at the end of the crisis, Roux-Dufort (2003) proposes to capitalize the effects of this one in order to transform the organization. In this perspective, during a crisis, the emergency operations centre represents a relevant organizational tool. Indeed, it emerges as an organizational tool likely to help manage the complexity of the situation and support decision-making.
Therefore, we seek to understand the construction of collective intelligence in the context of these extreme management situations. Indeed, it is interesting to understand how the actors, of an emergency operations centre, interact during these situations (Lièvre, 2014) in order to create or generate a collective intelligence (Woolley & al, 2015) likely to get them out of the crisis.
Recent works link the concept of crisis to the concept of resilience. In this framework, resilience can be seen as "a process" or "an outcome" (Williams & al., 2017). In this sense, it would be interesting to consider the emergency operations centre as an organizational tool to enable organizational urban resilience to catastrophes.
This video was presented during a doctoral module offered by the Centre Européen de Formation Approfondie à la Gestion (CEFAG) and funded by the Fondation Nationale de l’Enseignement et de la Gestion des Entreprises (FNEGE).
Lièvre, P. (2014). Vers un management des situations extrêmes de gestion. In XXIII Conférence AIMS, Rennes, 24-28 mai.
Roux-Dufort, C. (2003). Gérer et décider en situation de crise : Outils de diagnostic, de prévention et de décision.
Williams, T., Gruber, D., Sutcliffe, K., Shepherd, D., & Zhao, E. Y. (2017). Organizational Response to Adversity : Fusing Crisis Management and Resilience Research Streams. The Academy of Management Annals, 11.
Woolley, A. W., Aggarwal, I., & Malone, T. W. (2015). Collective Intelligence in Teams and Organizations. In Handboock of Collective Intelligence (The MIT Press).
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