=Paper=
{{Paper
|id=None
|storemode=property
|title=Response to Emergence in Emergency Response
|pdfUrl=https://ceur-ws.org/Vol-953/paper1.pdf
|volume=Vol-953
}}
==Response to Emergence in Emergency Response==
https://ceur-ws.org/Vol-953/paper1.pdf
Response to Emergence in Emergency Response
Lisa Anne Wood*, Monika Büscher*, Leonardo Ramirez†
*Mobilities.Lab, Lancaster University, UK; †Fraunhofer FIT, Germany
Abstract. This paper develops a (constructive) critique of the potential of ambient
intelligence technologies in emergency response. We explore some difficulties in, and
successful practices of, inter-agency collaboration in emergency response, revealed in
ethnographic field studies and collaborative design workshops with first responders
undertaken in the frame of the Bridge project. We describe four challenges with refer-
ence to literature and our own fieldwork in Emergency Management Information
Systems (EMIS) design: data transparency, interpretation/intuition, flexible working
and information overload. We posit that ambient intelligence has a great deal to offer
in the creation of emergency management information systems but that these offer-
ings should be guided by ‘modesty’ and an ongoing entanglement with emergency
practitioners.
Keywords: Emergency response, coordination, collaboration, emergence
1 Introduction
… the development of networking technologies must also take account of the social
processes that form an important component of command and control and inter-
agency cooperation. [1: 79]
Almost without exception, reports and reflections after disasters express concerns
over the different emergency agencies’ abilities to work together (whilst also high-
lighting exemplary successes). These concerns often inspire innovation, investment
and research. Recent research in Ambient Intelligence (AmI), for example, develops
new support for coordination in emergency response through ad-hoc networking [2],
agent-based workflow support [3], self-management and self-healing of emergent
systems of systems [4], activity recognition [5], and risk analysis [6]. These technolo-
gies have great potential, yet there is often a lack of attention to the complex causes of
the difficulties that emergency responders experience and to the often sophisticated
practices that enable successful coordination. A deeper understanding of such factors
and practices is needed to design useful support for real world practice.
In this paper we focus on aspects of collaboration and coordination between differ-
ent emergency agencies during large-scale incidents to present a constructive critique
of ambient intelligence systems. We explore how AmI tools may feature in a soci-
otechnical arrangement or ‘system of systems’ which supports inter-agency collabora-
tion during emergency response.
2 Background
The EU funded Bridge project develops architectural support for the assembly of
systems of systems for emergency response. Emergency management encompasses a
variety of activities such as planning, training, risk assessment, and organizational
change. Emergency response involves an exchange of data between different agencies
and institutions, movement of people from service to service and cooperation from
other actors (such as utilities companies, insurance providers, and telecoms opera-
tors). The emergence of appropriate assemblies of responders and resources depends
on coordinated improvisation in a time critical, often dangerous and unpredictable
environment. Collaboration is paramount and ‘effective’ collaboration may save lives.
Ambient Intelligence or AmI has great potential in this context, as it can contribute in
coordinating and orchestrating emergent interoperability, and help people identify
actors and services relevant for the situation at hand. Innovation in this area, however,
must be grounded in an understanding of the difficulties emergency responders expe-
rience, and their often multi-dimensional causes, as well as an appreciation of the
often highly sophisticated and delicate practices of collaboration that make coordina-
tion possible. Undermining and failing to appreciate the local, lived and often suc-
cessful collaboration efforts of those operating ‘on the ground’ can lead to costly fail-
ures with the potential to damage relations between organizations [7]. It is important
for emergency management information systems design [8] to focus its efforts on
supporting collaboration where it is needed without disrupting the social practices
which enable these disparate yet cooperating entities to work together.
To understand the complex practices of intra- and inter–agency collaboration in
large scale emergency response, we use in BRIDGE a range of methods that ‘entan-
gle’ use and design. We have chosen to involve users deeply and equally as co-
designers in long-term processes of socio-technical innovation. Our experience with
participatory design shows that in-depth, long-term engagement with users and con-
texts of use can be a powerful source of constructive critique of technocentric visions
and a breeding ground for new ideas that are grounded in and more appropriable for
real world practices [9, 10]. This can make emergence of viable (and desirable) socio-
technical futures possible, and inform the design of technologies for such futures.
In the frame of BRIDGE, we have carried out over 80 hours of interviews, domain
analysis workshops and ethnographic observations with professional partners in po-
lice, fire and medical emergency services in the UK, Belgium, Norway, Germany and
the Netherlands since April 2011. This work includes observations, go-along or walk-
along [11, 12] and sit-down interviews, as well as ‘sandbox’ discussions, where
emergency responders use props to describe real emergency response efforts from
their own experience. Reflecting the nature of emergency response, the methods cho-
sen in BRIDGE are often mobile and multi-sited. Since it is the detailed organisation
of social and material practice what matters to system design, we follow an ethno-
graphic approach based on the use of recordings of interviews and of naturally occur-
ring activities.
In the next section we explore some difficulties in, and successful practices of, in-
ter-agency collaboration in emergency response, revealed in ethnographic field stud-
ies and collaborative design workshops with first responders undertaken in the frame
of the Bridge project.
3 Collaboration in emergency response
3.1 Emergent Collaboration
Some of the concerns expressed in official reports over a lack of collaboration fol-
lowing emergency response efforts sit uncomfortably with empirical studies of emer-
gency responders’ work practices. Such studies show, for the most part, first respond-
ers work well together, their practices fold into each other’s and they address inci-
dents effectively through collaborative working and engagement on a day on day,
week on week basis. Empirical accounts of practices highlight an economical yet
sophisticated process of configuring awareness [13, 14], the emergence of ‘adhocra-
cies’ of emergency response actors (e.g. in the aftermath of the 9/11 attacks, [15, 16]),
and the ability to ‘stretch’ communicative capabilities with new technologies [10],
creatively avoiding a ‘fracturing’ of perceptual ecologies [17].
Following an inquiry into the London bombings in July 2005, for example, the
coroner highlighted how when multi-agency responders were presented with uncer-
tain, complex and traumatic circumstances they “did all that they could to ensure that
lives were saved” [18]. This sentiment is echoed in the results of BRIDGE project. In
our observations of and conversations about work practices with emergency respond-
ers, collaboration on a human-to-human level is rarely criticized and is not regarded
as a problem but rather as routine. In a discussion with fire fighters they explained
how ‘the men’ (sic) on the ground from fire, health and police agencies, work well
together. Responders stated that multi-agency front line officers can collaborate effec-
tively, because they work with each other regularly. This reflects a close community
of individuals and agencies working together on small and large scale incidents,
where plans, standardized procedures, and official terminologies represent resources
(not blueprints) for situated action [19].
Reports from disasters often gloss over the difficulties of conceiving and imple-
menting collaboration support in emergency response both at a human and at a tech-
nical level. This usually motivates attempts to eliminate differences among participat-
ing agencies, for example through centralization, which has not proven to be effec-
tive. ‘Environmental’ constraints, such as overeager centralization, cumbersome legis-
lation, and conflicting business rationales impact on the responders’ capabilities to
coordinate their contributions and collaborate. Moreover, when that work is augment-
ed by technologies, important, but often taken for granted aspects of emergent collab-
orative practices can become undermined. In these situations, problems between
agencies working together can emerge – they may, for example, be unable to share
information embedded within technologies or act on information obtained through
communication or observation. What works on a person to person level, for example
in ‘motorhood’ collaboration around physical surfaces in co-present situations, should
not be disrupted by radio systems which cannot interoperate or logging systems which
can only be viewed by one agency. As a consequence, new systems need to be de-
signed and integrate existing components with greater sensitivity to such collaborative
work practices between agencies, moving between perspectives gracefully, without
interfering with the work of responders. Technological futures must focus not only on
overcoming breakdowns in collaboration, but also on ‘stretching’ existing, effective
ways of working together.
3.2 Role and challenges for AmI in emergency response
Many authors have written about imagined futures for emergency response where
AmI environments could improve collaboration and coordination of response efforts.
The AmI environment is envisioned or designed to recognize the needs of people
through analysis of abstractions of behaviour, predicting needs and reacting accord-
ingly [20]. In a scenario proposed by [2], for instance, a world is imagined where, as
off duty paramedics approach a scene of an incident “…body-worn AmI devices regis-
ter them with the ambulance control centre and they are directed to the place they can be of most use” [2: 119].
The benefits of such interactions are highly valued and regarded by practitioners
when discussing the potential of AmI systems in the context of emergency response.
Such use of AmI raises, however, a number of concerns about the way in which the
‘social’ is removed or made invisible from these envisaged interactions. Critiques of
AmI in health care and telemedicine, for example, highlight the ways in which creat-
ing intelligent environments disrupt social connectedness – remote monitoring re-
moves the personal connections and the benefits of being cared for [21]. Indeed, co-
operation and interagency collaboration is an effect emerging of the sociotechnical
system working as a whole. In this sense, AmI tools are just one further element of
the assembly. If they undermine the practices of inter-agency collaboration by remov-
ing negotiations or the space for interaction between participants, they can seriously
disrupt sophisticated collaborative practices.
Against this background, it is a deep challenge for AmI to balance engagement and
automation. Dealing with this challenge is possible through appropriation and flexible
assembly, rather than designing systems for an imagined future and created by de-
tachment from the realities of human practices. This is not a new endeavor. [10] have
suggested that ambient intelligence systems need to be made ‘palpable’, enabling
visibility, de-construction, understandability, coherence, stability, user control and
deference. [22] has stated that promoting ‘engaged’ living, where it is possible to
control interactions with the world as an alternate possibility for steering the field.
Aiming at these qualities presents a plethora of opportunities for technological inno-
vation yet also raises a number of serious challenges at different levels in the design
of AmI systems. In our work, we identified several of these challenges. In the follow-
ing we describe four of them with reference to literature and our own fieldwork in
EMIS design.
Data Transparency. Ambient intelligent environments often make extensive use
of instrumented environments via omnipresent sensors and actuators such as CCTV,
RFIDs tags, etc [23], which imply a growing potential for increased surveillance pos-
sibilities. In a co-design workshop, we discussed anxieties about breaching the data
protection act when sharing data in multi-agency collaboration. A dilemma was pre-
sented where a policeman needs to do something with a person and that person is
known to have a blood infection. The ambulance representative stated, “We tell them
discreetly ‘use your gloves’”. Jim, a Norwegian police officer, described inter-
organizational collaboration on the scene of an incident during the workshop,
“If there’s a known violent criminal who might be armed injured on the sce-
ne, you’d tell the medics ‘be careful with him’”
This is not in breach of data protection regulations and highly effective for the
safety of emergency response personnel. It is an ethical requirement for information
systems to (at least) respect existing health and safety practices. The above exchanges
are likely to happen in ‘fleeting moments’, in direct face-to-face interaction or, less
likely, via the radio system. The information would be ephemeral and it is relatively
easy to understand who is within reach of this information spatially, organizationally,
and temporally. However, in future, such communications may be logged automati-
cally, opening them up for retrospective scrutiny. Moreover, it may be possible to
triangulate the personal information implied in the communication with ID infor-
mation and location. This change of context might make professionals less inclined to
divulge what they know to protect their colleagues, for fear of breaching data protec-
tion regulations. This raises the question of balancing between the benefits of seam-
lessly connected system with the privacy concerns that the profiling and monitoring
capabilities of AmI systems create.
Information Overload. [24] argue that a ‘common operational picture’ does not
lead to ‘situation awareness’. The assumption ‘that data is the only barrier to appro-
priate [understanding and] action’ is deeply flawed. This was elaborated on in our
fieldwork where it was felt that information should be appropriately available at the
different levels of an emergency command structure, that a common operational pic-
ture was not reliant on data intensive practices, and that providing excess information
would “blur the lines of command” (Peter, Advanced Paramedic).
“As a commander remote, I don’t think you would be interested in that par-
ticular information [the status of individual victims]. I think you’d want the
headline; the numbers.” (John, Senior Fire Fighter)
Yet increasingly, systems are developed that aim to generate more and more ‘data’
for emergency responders in order to ‘improve’ situation awareness, creating the po-
tential to mask what is of importance. There is a delicate balance to be made between
information overload and information simplification where digitally extended and
augmented environments change interaction and involvement possibilities and threat-
en the ability to ‘dig deep’ enough into the system to see modes of information gener-
ation or aggregation.
Interpretation/Intuition. It is not possible for an intelligent environment to be in-
telligent enough for situated sense-making. In human communication and collabora-
tion, there is interpretation and intuition used to understand intent. It is therefore diffi-
cult (if not impossible) to design a system that would produce an appropriate response
due to its incapacity to fully ‘appreciate’ context and intentions. During a co-design
workshop, in a discussion regarding the allocation of resources, responders talked
about how the allocation or movement of personnel from one location to another is
not simply the movement of people from one place to another. Ex-police officer and
resilience manager, David, states:
“One little thing that we questioned slightly is… automatic deployment… We
felt that wasn’t really taking account of the dialogue that goes on between
control rooms and the units that they are deploying: officers or paramedics
are feeding back local knowledge and things like this and we felt that that’s
something, an area that really needs looking at. It’s never a one way process,
deploying resources.”
Resource allocation implies a process of negotiation that define the task itself, its
parameters and how it should be accomplished. The work that is ‘done’ during the
allocation of resources cannot necessarily be broken down into matching an individu-
al’s skills with an area requiring assistance. As the example shows, asking someone to
do something may involve trust in their professional capabilities, and delegation of
responsibility or collaboration and negotiation: to determine whether the person being
moved is fit for duty and indeed the best resource to move in the circumstances.
Further to this, the accuracy to which such systems can ‘abstract’ human conduct
underlying collaborative practices is restricted. A police officer might move from one
side of the building to another, for example. What does such movement represent?
Does it mean that one area is now safe? That the area where they were standing is
now dangerous? That there is more need for them in the new location or that they are
due to go home? AmI has no capacity to ‘read’ scenes in a way that could answer
such questions. It can, however, make them, or digital representations of them, avail-
able to support the construction of awareness and the situated sense-making of its
users.
Flexible Working. The above examples go some way in showing how coordina-
tion between different agencies in emergency response is an emergent phenomenon
that depends on people’s ability to flexibly assemble technologies, people, and re-
sources. It must allow for role improvisation. Our empirical studies and design col-
laborations with professionals provide insights into experiences of camaraderie and
trust, and effective practices of improvisation and ‘motorhood’ coordination, that is,
gatherings where knowledge and different perspectives are brought together, often
around a shared physical surface, but increasingly also utilizing digital technologies.
After it had been determined that there were no further bombs in the government
buildings in Oslo after the attack on 22/7/2011, ambulance doctors went inside the
buildings, doing triage with fire fighters. This was in response to a perceived danger
of fire fighters evacuating the wrong victims. Medical staff could do triage inside the
buildings and allocate scarce transport resources more efficiently.
4 Conclusion
The Bridge project’s aim is to “augment human intellect …, extending their ability
to learn, make decisions, reason, create, solve complex problems and generate inno-
vative ideas”, based on Rogers ‘New Agenda’ for ubiquitous computing [22: 411].
Rogers states that UbiComp should move to “a mindset that wants to make the envi-
ronment smart and proactive to one that enables people, themselves, to be smarter
and proactive in their everyday and working practices.” [22: 418]. In this paper we
have presented a constructive critique of AmI environments for emergency response
based on longitudinal socio-technical design entanglements with emergency service
responders. We posit that ambient intelligence has a great deal to offer in the creation
of emergency management information systems but that these offerings should be
guided by ‘modesty’ and an ongoing entanglement with emergency practitioners. We
argue that collaboration practices are habitually successful and that AmI systems de-
sign should attempt to build on what makes possible this success.
5 Acknowledgements
We would like to thank the professional responders and our Bridge project col-
leagues for their insightful contributions and comments to this paper, in particular
Aslak Wegner Eide and Ragnhild Halvorsrud.
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