Initial crisis agent-response impact syndrome (ICARIS)

Tobin Hensgen, Kevin C. Desouza, Maryann Durland

Research output: Contribution to journalArticle

5 Citations (Scopus)

Abstract

There has been a dramatic shift in attitude among organizations regarding the probabilities of crisis occurring. Once crises were considered the domain of the contingency management team that sought the fastest means to recovery, now the entire organization is compelled to take steps intended to mitigate conditions leading to a crisis. In this paper, the authors consider the organization's 'first responders' i.e., those who become involuntarily placed in the decision making process because they are the first to become aware of the conditions which indicate impending crisis simply because they are 'on scene.' As agents of the organization, these persons will make initial decisions well before the implementation of any formal contingency plan and because their decisions will be based on incomplete assumptions, they are likely to be in error. The impact of these initial crisis-agent responses can cause irreparable damage to the organization, to the individuals within the organization, and to the surrounding environment. This tendency toward error is referred to as the initial crisis-agent response impact syndrome: ICARIS. Exercising a program that prepares all employees for the initial decisions that need to be made at the moment of crisis can mitigate problems related to this issue.

Original languageEnglish (US)
Pages (from-to)190-198
Number of pages9
JournalJournal of Contingencies and Crisis Management
Volume14
Issue number4
DOIs
StatePublished - Dec 2006
Externally publishedYes

Fingerprint

organization
decision making
contingency
damage
decision
decision making process
Decision making
Personnel
Recovery
damages
employee
cause
human being
management
programme
plan
Contingency
Damage
Employees
First responders

ASJC Scopus subject areas

  • Geography, Planning and Development

Cite this

Initial crisis agent-response impact syndrome (ICARIS). / Hensgen, Tobin; Desouza, Kevin C.; Durland, Maryann.

In: Journal of Contingencies and Crisis Management, Vol. 14, No. 4, 12.2006, p. 190-198.

Research output: Contribution to journalArticle

Hensgen, Tobin ; Desouza, Kevin C. ; Durland, Maryann. / Initial crisis agent-response impact syndrome (ICARIS). In: Journal of Contingencies and Crisis Management. 2006 ; Vol. 14, No. 4. pp. 190-198.
@article{ab2db7cef53b448199edf442d6ac8729,
title = "Initial crisis agent-response impact syndrome (ICARIS)",
abstract = "There has been a dramatic shift in attitude among organizations regarding the probabilities of crisis occurring. Once crises were considered the domain of the contingency management team that sought the fastest means to recovery, now the entire organization is compelled to take steps intended to mitigate conditions leading to a crisis. In this paper, the authors consider the organization's 'first responders' i.e., those who become involuntarily placed in the decision making process because they are the first to become aware of the conditions which indicate impending crisis simply because they are 'on scene.' As agents of the organization, these persons will make initial decisions well before the implementation of any formal contingency plan and because their decisions will be based on incomplete assumptions, they are likely to be in error. The impact of these initial crisis-agent responses can cause irreparable damage to the organization, to the individuals within the organization, and to the surrounding environment. This tendency toward error is referred to as the initial crisis-agent response impact syndrome: ICARIS. Exercising a program that prepares all employees for the initial decisions that need to be made at the moment of crisis can mitigate problems related to this issue.",
author = "Tobin Hensgen and Desouza, {Kevin C.} and Maryann Durland",
year = "2006",
month = "12",
doi = "10.1111/j.1468-5973.2006.00495.x",
language = "English (US)",
volume = "14",
pages = "190--198",
journal = "Journal of Contingencies and Crisis Management",
issn = "0966-0879",
publisher = "Wiley-Blackwell",
number = "4",

}

TY - JOUR

T1 - Initial crisis agent-response impact syndrome (ICARIS)

AU - Hensgen, Tobin

AU - Desouza, Kevin C.

AU - Durland, Maryann

PY - 2006/12

Y1 - 2006/12

N2 - There has been a dramatic shift in attitude among organizations regarding the probabilities of crisis occurring. Once crises were considered the domain of the contingency management team that sought the fastest means to recovery, now the entire organization is compelled to take steps intended to mitigate conditions leading to a crisis. In this paper, the authors consider the organization's 'first responders' i.e., those who become involuntarily placed in the decision making process because they are the first to become aware of the conditions which indicate impending crisis simply because they are 'on scene.' As agents of the organization, these persons will make initial decisions well before the implementation of any formal contingency plan and because their decisions will be based on incomplete assumptions, they are likely to be in error. The impact of these initial crisis-agent responses can cause irreparable damage to the organization, to the individuals within the organization, and to the surrounding environment. This tendency toward error is referred to as the initial crisis-agent response impact syndrome: ICARIS. Exercising a program that prepares all employees for the initial decisions that need to be made at the moment of crisis can mitigate problems related to this issue.

AB - There has been a dramatic shift in attitude among organizations regarding the probabilities of crisis occurring. Once crises were considered the domain of the contingency management team that sought the fastest means to recovery, now the entire organization is compelled to take steps intended to mitigate conditions leading to a crisis. In this paper, the authors consider the organization's 'first responders' i.e., those who become involuntarily placed in the decision making process because they are the first to become aware of the conditions which indicate impending crisis simply because they are 'on scene.' As agents of the organization, these persons will make initial decisions well before the implementation of any formal contingency plan and because their decisions will be based on incomplete assumptions, they are likely to be in error. The impact of these initial crisis-agent responses can cause irreparable damage to the organization, to the individuals within the organization, and to the surrounding environment. This tendency toward error is referred to as the initial crisis-agent response impact syndrome: ICARIS. Exercising a program that prepares all employees for the initial decisions that need to be made at the moment of crisis can mitigate problems related to this issue.

UR - http://www.scopus.com/inward/record.url?scp=33750810019&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=33750810019&partnerID=8YFLogxK

U2 - 10.1111/j.1468-5973.2006.00495.x

DO - 10.1111/j.1468-5973.2006.00495.x

M3 - Article

AN - SCOPUS:33750810019

VL - 14

SP - 190

EP - 198

JO - Journal of Contingencies and Crisis Management

JF - Journal of Contingencies and Crisis Management

SN - 0966-0879

IS - 4

ER -