Information Management 2.0

Gisli Olafsson
Gisli OlafssonChief Technology Officer (CTO) at Beringer Finance à Beringer Finance
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Information Management 2.0,[object Object],Gísli Ólafsson,[object Object],Disaster Management Advisor,[object Object],gislio@live.com,[object Object],http://blog.disasterexpert.org,[object Object],Twitter: @gislio,[object Object]
“Information itself is very directly about saving lives. If we take the wrong decisions, make the wrong choices about where we put our money and our effort because our knowledge is poor, we are condemning some of the most deserving to death or destitution.”,[object Object],John Holmes, UN Emergency Relief Coordinator ,[object Object],Importance of Information,[object Object]
Information Economics,[object Object]
Sub ,[object Object],OSOCC,[object Object],Airport,[object Object],RDC,[object Object],OSOCC,[object Object],Pakistan 2005,[object Object]
Muzaffarabad,[object Object]
No Reinforced Concrete,[object Object]
Map – Day 1-3,[object Object]
Map – Day 3+,[object Object]
Working Conditions,[object Object]
In most of the twelve clusters established, cluster coordinators continue to struggle without the capacity required to coordinate efficiently the large number of partners involved in the operation. One month into the response, only a few clusters have fully dedicated cluster coordinators, information management focal points and technical support capacity, all of which are basic requirements for the efficient management of a large scale emergency operation. This lack of capacity has meant that several clusters have yet to establish a concise overview of needs and develop coherent response plans, strategies and gap analyses. This is beginning to show and is leading others to doubt our ability to deliver. ,[object Object],John Holmes‘ email to Global Cluster Leads,[object Object]
Data Collection,[object Object],Data Collation/,[object Object],Processing,[object Object],Data Analysis,[object Object],Information Dissemination,[object Object],Decisions,[object Object],Information Management Continuum,[object Object]
The Role of ICT,[object Object]
Issues and limitations,[object Object],Information silos,[object Object],Time zone differences,[object Object],Organizational boundaries,[object Object],Information capture/persistence,[object Object],Lack of efficiency/delays,[object Object],Version control issues,[object Object],Security violations,[object Object],Access issues,[object Object],Etc.,[object Object],Consumersocialnetworks,[object Object],Phone,[object Object],E-mail,[object Object],Fax,[object Object],Face-to-face,[object Object],Messaging,[object Object],How People Work Together Now,[object Object],File shares,[object Object],Paper-based,[object Object]
Connectivity,[object Object]
Big World – Small World,[object Object]
Coordinating the chaos,[object Object]
Normal (routine emergencies),[object Object],[object Object]
People are the problem
Orgs are the solutionDisaster,[object Object],[object Object]
Orgs are the problem
People are the solutionCatastrophe,[object Object],[object Object]
No relationships – survival
Only happened a few times (Hiroshima)E=mc2 of disasters,[object Object]
Sources of Information,[object Object]
Social Media,[object Object]
Crowds,[object Object]
Open Street Maps in Haiti,[object Object]
DATA VOLUME = ,[object Object],# of Forms Collected x Number/Type of Questions x Periodicity (Frequency of data collection),[object Object],Data Volume,[object Object]
PRIORITIZATION GRAPH FOR DATA COLLECTION IN EMERGENCIES,[object Object],High ,[object Object],PRIORITY #1,[object Object],OPERATIONAL,[object Object],IMPORTANCE,[object Object],PRIORITY #2,[object Object],PRIORITY #3,[object Object],Low ,[object Object],Easy ,[object Object],Medium ,[object Object],Hard,[object Object],TIME / EFFORT INVOLVED TO GET DATA,[object Object],Data Collection Prioritization,[object Object]
Data Processing,[object Object]
[object Object]
data becomes information when its assembled into a coherent whole which can be related to other information
information becomes knowledge when its integrated with other information in a form that is useful for making decisions and determining actions,
knowledge becomes understanding when related to other knowledge in a manner useful in anticipating, judging and acting,
understanding becomes wisdom when its informed by purpose, ethics, principals, memory and projection Dee Hock, 1996,[object Object],Why we process information,[object Object]
Information Processing Framework,[object Object]
Project 4636,[object Object]
Dealing With Ambiquity,[object Object]
Swift River,[object Object]
Information Analysis,[object Object]
Situational Analysis,[object Object]
Phase 1,[object Object],Phase 2,[object Object],Phase 3,[object Object],Phase 4,[object Object],Information Availability,[object Object],Risk Critical Decisions,[object Object],FLASH,[object Object],CERF,[object Object],Review,[object Object],T,[object Object],+2,[object Object],+14,[object Object],+28,[object Object],+60,[object Object],Days,[object Object],Decision Making,[object Object]
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Information Management 2.0

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A presentation I gave as part of a Disaster Leadership course at Tulane University in New Orleans. This presention is about the importance of good information management and how technology, especially social media can play a role.

Gisli Olafsson
Gisli OlafssonChief Technology Officer (CTO) at Beringer Finance à Beringer Finance

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  • 33. information becomes knowledge when its integrated with other information in a form that is useful for making decisions and determining actions,
  • 34. knowledge becomes understanding when related to other knowledge in a manner useful in anticipating, judging and acting,
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Notes de l'éditeur

  1. Lots/Lack of dataLack of (processed) informationAt times no access to baseline dataNo data collection/information processes yet in placeNeed for rapid decision-making, prioritisation – also IM prioritisationOverwhelming demand for information from all sidesClients of IM products are both on-site/in country and “not yet on site”/about to deploy
  2. Establishing an OSOCCRole of the OSOCCRoles within the OSOCCManning the OSOCCRole of GISLogistics issuesCommunication issuesSecurity issues
  3. When asked what was his most important discovery within the area of disaster mangement, Mileti said that 40 years of his work could be sumarized into this one finding.Mileti said we could define three phases of crisis. The first one is the Routine Emergency phase, something our fire figthers and police officers have to deal with every day. Then there are the disasters which overwhelm the daily responders and cause us to change our behaviour. Finally there are the catastrophees which luckliy only happen very seldom throughout our history.But lets look at these different phases and the behaviour of people during these phases. During the normal routine emergency phase, we look towards organizations such as the police to assist us in the problems we have. And when we interact with these organizations we related to the people we deal with through the roles they represent. In other words, when my house gets on fire, I call the fire department and the firemen will come and help me. I do not refer to them by their names or who they are as persons, in my mind they are representatives of the organization they work for.However during a disaster there is a radical change in our behaviour. The number of organizations involved increases and all of a sudden a coordinated approach is needed. But at this time the organizations become the problem. Political and sometimes financial motives of those organizations hinder them from working efficiently with each other. In the international humanitarian world we often see different UN organizations competing for the attention of the media and the donors instead of collaborating with other organizations involved in the same response. Very often the leadership of those organizations are playing a political game during these periods, something that can realy affect the efficiency of the response. But luckily there is a solution to this problem and in this case it is people. It is people at different levels of the organization which feel human emotions about those affected by the disaster and because of these human emotions are willing to break down and reach out of the organizational silos that they represent. It is through these kind of connection between people within the different organizations that work actually gets done. We must therefore learn to leverage and build up in advance those personal relationships between the people in these organizations.In the third phase, catastrophie, Mileti points out that society breaks down and the basic human instinct of survial kicks in. During this phase relationships no longer matter, only yourself matter. However he points out that lucklily this phase does not last for very long and only happens extreemly seldom.A key point to understand about his findings is that it is not a formal organizational declaration that transititions us between these different phases, but rather it is determined by the behaviour of the people involved.So keep this in mind as I go through the next few slides and discuss methods for effective coordination.
  4. Lots/Lack of dataLack of (processed) informationAt times no access to baseline dataNo data collection/information processes yet in placeNeed for rapid decision-making, prioritisation – also IM prioritisationOverwhelming demand for information from all sidesClients of IM products are both on-site/in country and “not yet on site”/about to deploy