Guest Editorial: Simulating Risk and Crisis
Guest Editorial: Simulating Risk and Crisis
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客座社论：模拟风险和危机
DOI：
10.1177/1046878104266222
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发表时间：
2004
影响因子：
2
通讯作者：
E. Borodzicz
中科院分区：
文献类型：
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作者：
E. Borodzicz
很高兴在这里介绍第一届《模拟与游戏》(S&G)在风险与危机领域的研讨会。这一特别问题的想法源于在悉尼举行的愉快的ISAGA会议之后的一次讨论，一些代表参加了警察Minerva培训系统。从这次访问中可以清楚地看到，模拟和游戏不能再与风险和危机管理分开。这个问题已经制作了一段时间，我感谢David Crookall在整个过程中一直以来的建议和耐心。决策者对社会和技术危机作出反应的能力是一个日益受到国际关注的问题。尽管在技术、通信和监管结构方面取得了进步，但世界似乎已经变得非常危险。为培训目的模拟危机事件可能不是一个新发现；然而，从培训经验中获得价值的重要性显然将具有越来越重要的社会和政治意义。本期特刊中的文章展示了从模拟和游戏的其他领域到危机管理的相当大的知识转移范围。本期将回顾模拟设计、评估和情景规划领域的当代发展，具有改善通用危机管理能力的潜在效用。第一篇文章，丹尼斯·史密斯，提出了一种有趣的人种学方法来模拟组织中的危机条件下的管理系统。关于假设的讨论是理解本文理论观点的关键。史密斯展示了许多经典的管理假设，特别是关于“战略系统”或“管理团队”等概念的性质和效用的假设，在模拟的危机中受到了彻底的挑战。虽然这些情景为组织学习提供了一个重要的机会，但组织未能做到这一点有许多社会和文化原因。Johan Jenvald和Magnus Morin的第二篇文章从学习的角度探讨了危机模拟的问题。作者报告了一些有趣的策略，用于构建和模拟复杂的社会过程，以便同时进行个人和小组学习。这篇文章大量借鉴了计算机、心理学和人体工程学，以提供一个高度跨学科的视角来研究危机模拟。这篇文章中特别重要的是，据报道，创建一个汇报结构的价值，使玩家有机会审查行动和决定的总事件病因。Arjen Boin、Celesta Kofman-Bos和Werner Overdijk研究了如何使用模拟游戏来支持机构危机培训。执行以下操作的标准格式
It is a pleasure to present this first symposium edition of Simulation & Gaming (S&G) in the area of risk and crisis. The idea for this special issue sprang from a discussion following the enjoyable ISAGA conference in Sydney, where some of the delegates attended the police MINERVA training system. It was clear from this visit that simulation and gaming no longer could be separated from that of risk and crisis management. This issue has been some time in production, and I am grateful to David Crookall for his continued advice and patience throughout. The capacity for decision makers to respond to both social and technical crises is an issue of increasing international concern. Despite advancements in technology, communications, and improved regulatory structures, the world appears to have become a very dangerous place. Simulating crisis events for training purposes may not be a new discovery; however, the importance of getting value from the training experience is clearly going to have an increased social and political significance. The articles in this special issue demonstrate a considerable scope for knowledge transfer from other areas of simulation and gaming to crisis management. This issue will review contemporary developments in the area of simulation design, evaluation, and scenario planning with potential utility for improving generic crisis management capability. The first article, by Denis Smith, presents an interesting ethnographic approach to simulated management systems under conditions of crisis in organizations. A discussion about assumptions is key to understanding the theoretical point of this article. Smith demonstrates how many classical management assumptions, particularly about the nature and utility of concepts such as “strategic systems” or “management teams,” are radically challenged through simulated crisis. Although these scenarios provide a serious opportunity for organizational learning, there are many social and cultural reasons why organizations fail to do this. The second article, by Johan Jenvald and Magnus Morin, approaches the issue of crisis simulations from a learning perspective. The authors report on a number of interesting strategies for structuring and modeling complex social processes in order that both individual and group learning might take place. The article draws heavily from computing, psychology, and ergonomics to offer a highly interdisciplinary perspective on crisis simulations. Of particular significance in this article is the reported value of creating a debriefing structure that allows players an opportunity to review actions and decisions in terms of total event etiology. Arjen Boin, Celesta Kofman-Bos, and Werner Overdijk look at how simulation games can be used to support institutional crisis training. A standard format for doing