A key challenge in crisis management is maintaining an adequate information position to support coherent decision‐making between a range of actors. Such distributed decision‐making is often supported by a common operational picture that not only conveys factual information but also attempts to codify a dynamic and vibrant crisis management process. In this paper, we explain why it is so difficult to move from information sharing towards support for distributed decision‐making. We argue that two key processes need to be considered: supporting both the translation of meaning and the transformation of interests between those on the front line and those in the remote response network. Our analysis compares the information‐sharing processes in three large‐scale emergency response operations in the Netherlands. Results indicate that on several occasions the collaborative decision‐making process was hampered because actors limited themselves to factual information exchange. The decision‐making process only succeeds when actors take steps to resolve their varying interpretations and interests. This insight offers important lessons for improving information management doctrines and for supporting distributed decision‐making processes.

中文翻译：

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编纂危机：从信息共享到分布式决策

危机管理中的关键挑战是保持适当的信息位置，以支持一系列参与者之间的一致决策。这样的分布式决策通常得到共同的操作图的支持，该图不仅传达事实信息，而且还试图编纂一个动态而充满活力的危机管理过程。在本文中，我们解释了为什么从信息共享转向支持分布式决策如此困难。我们认为，需要考虑两个关键过程：支持意义转换和前线与远程响应网络之间的利益转换。我们的分析比较了荷兰三个大型应急响应行动中的信息共享过程。结果表明，在某些情况下，协作参与者的决策过程受到了阻碍，因为行动者将自己局限于事实信息交换。只有当行为者采取步骤解决其不同的解释和兴趣时，决策过程才会成功。这一见解为改进信息管理理论和支持分布式决策过程提供了重要的经验教训。