CRISISLAB
Characteristics
The Truscott CRISISLAB is a process for capability development, which identifies issues, evaluates options and gives advice to the decision makers. It includes users, scientists and planners, and may involve visualization models, analytical models, simulations and instrumented sites.
To experience, evaluate and improve Crisis Management.
The Process in Outline
- What’s the problem?
- How are we going to define capability?
- Determine if we are capable.
- If not, what is the deficiency?
- Identify some options that may rectify it
- Show how the options will redress efficiency
- Present a quantified case to someone with power, ie money
- Implement
The Complete Process
- Identify the area of concern. This area may not have a specific problem as yet. It maybe looking for a use of new technology or it may be a new circumstance.
- Define and characterize a system. This might include a definition of interrelations and hierarchies (that is system dynamics), identifying expectations of the system through endorsed requirements and a high level qualitative description or creating a conceptual model with players, objectives, processes, etc.
- Determine the problem. This may consist of exploring a conceptual model, identifying possible concerns or enhancements, refining a model, identifying a question to be asked or formulating an enquiry, for example about strictures, doctrine or capability.
- Define the requirements. This may consist of identifying some metrics, determining what you can measure, determining what matters, identifying performance measures by developing hierarchy, determining acceptable levels to define capability and deficiency or identifying conflicts and trade-offs.
- Propose scenarios and vignettes to get endorsement.
- Find a useful quantitative model. Validate the model to ensure correct algorithms, to ensure that results are consistent with expectation and for field verification. Then populate database with field or lab data.
- Model the vignette or test in the field. The aim is to collect input parameters, identify variables and receive quantitative data.
- Check results. Is it constructed correctly? Was the right question asked? In terms of reliability what is the sensitivity and quality of input data. Does it work? Is it the best use of resources? Does it achieve the higher goal? Is it the right thing to do? Is it aesthetically pleasing?
- Analyze results to evaluate capability/deficiency and learnings from exploration.
- Repeat for other vignettes to cover the envelope.
- Compile data. This may consist of a range of vignettes or a range of metrics to give informed opinion of the value of change.
- Implement strategy. Present a quantitative case for purchase or other change, or add learning to the corporate wisdom.
Activities of the CRISISLAB
They include studies, field experiments, technology seminars, problem plays and away conferences to build up wisdom, tools expertise and field test beds. Tools may include useful models and instrumented sites.
A current task is to draw a rich picture to depict selling CEM-BCM as commodity as a soft system with leadership thoughts and people as our knowledge products.
People in the CRISISLAB need to be lateral thinkers with holistic vision. Not everybody will do. The overall intent is to conduct pragmatic studies, to seed and shape development.