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Abstract
Contemporary approaches to multi-organisational response planning for the management of complex volcanic crises assume that identifying the types of expertise needed provides the foundation for effective response. We discuss why this is only one aspect, and present the social, psychological and organizational issues that need to be accommodated to realize the full benefits of multi-agency collaboration. We discuss the need to consider how organizational culture, inter-agency trust, mental models, information management and communication and decision making competencies and processes, need to be understood and accommodated in crisis management planning and delivery. This paper discusses how these issues can be reconciled within superordinate (overarching) management structures designed to accommodate multi-agency response that incorporates decision-making inputs from both the response management team and the science advisors. We review the science advisory processes within New Zealand (NZ), and discuss lessons learnt from research into the inter-organisational response to historical eruptions and exercises in NZ. We argue that team development training is essential and review the different types of training and exercising techniques (including cross training, positional rotation, scenario planning, collaborative exercises, and simulations) which can be used to develop a coordinated capability in multiagency teams. We argue that to truly enhance the science response, science agencies must learn from the emergency management sector and embark on exercise and simulation programs within their own organisations, rather than solely participating as external players in emergency management exercises. We thus propose a science-led tiered exercise program, with example exercise scenarios, which can be used to enhance both the internal science response and the interagency response to a national or international event, and provide direction for the effective writing and conduct of these exercises.
Highlights
During a volcanic crisis, whether an isolated period of unrest or a full scale eruption and recovery, many agencies and organisations are involved in its response and management
We present here a literature review of the factors influencing response effectiveness, and discuss several approaches that have been developed to achieve an effective coordinated outcome, as well as how they could be integrated into the volcanology community to enhance and inform the response of volcanologists in the unique management environment created by volcanic crises
We summarize the benefits accruing from science agencies learning from the methods that emergency management agencies routinely use, and embarking on exercise and simulation programs that mirror the complexities of the response environment in which they will make important, but non-routine, contributions within their own organisations
Summary
Whether an isolated period of unrest or a full scale eruption and recovery, many agencies and organisations are involved in its response and management. The rarity of large scale eruptions makes it important to capitalize on the learning opportunities events, exercises, and reviews provide for developing situational awareness and for facilitating the ability of scientific advisors to develop shared mental models of their and others role in response management This feeds into training needs analysis and the development of the situational awareness competencies and decision support systems required to sustain effective situational awareness in complex, rapidly evolving and dynamic volcanic crises. To contribute in this way, scientific advisors need to develop a shared mental model with their emergency manager counterparts both prior to an event
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