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1. System Weaving During Crisis

   Goldstein, Bruce Evan (March 2021, Japan social innovation journal)

   Strategies for responding to different kinds of crisis were explored by highly experienced network designers and facilitators (or “netweavers”) during a dialogue series on how to maintain lively and generative innovation communities held from 2018 to 2020. During these discussions, netweavers wrestled with the need to enhance the resilience of their organizations to stress while not inhibiting the opportunities for a more fundamental change that a crisis can bring. In their own words, I provide what participants shared about how to give their members opportunities to connect and support one another, reflect on changing opportunities, and rapidly pivot toward time-sensitive opportunities after the COVID-19 outbreak. I also offer their reflections on the Black Lives Matter protests of the summer of 2020 about the impact of systemic racism within their organizations and efforts to identify and act on changes within their grasp. In both cases, the netweavers stressed that active and latent capacities they had cultivated in prior years had proven essential for a rapid and effective response to shock and stress. 

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2. Visual Attention in Crisis

   https://doi.org/10.1017/S0140525X24000323  

   Rosenholtz, Ruth (May 2024, Behavioral and Brain Sciences)

   Abstract Research on visual attention has uncovered significant anomalies, and some traditional methods may have inadvertently probed peripheral vision rather than attention. Vision science needs to rethink visual attention from the ground up. To facilitate this, for a year I banned the word “attention” in my lab. This constraint promoted a more precise discussion of attention-related phenomena, capacity limits, and mechanisms. The insights gained lead me to challenge attributing to “attention” those phenomena that can be better explained by perceptual processes, are predictable by an ideal observer model, or that otherwise may not require an additional mechanism. I enumerate a set of critical phenomena in need of explanation. Finally, I propose a unifying theory in which all perception results from performing a task, and tasks face a limit on complexity. 

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3. The Case of the COVID Crisis

   Noyce, P (May 2022, Tumblehome, Inc.)
4. The Crisis of Designing for Disaster: How to Help Emergency Management During The Technology Crisis We Created

   LaLone, Nicolas; Dugas Toups, Phoebe O; Semaan, Bryan (May 2023, International journal of information systems for crisis response and management)

   Emergency Management (EM) is experiencing a crisis of technology as technologists have attempted to innovate standard operating procedures with minimal input from EM. Unsurprisingly, there has yet to be a success. Instead, technologists have focused on consumer culture and fostered a slow-moving crisis as the gap between what consumers and EM can do is deep. At present, the most ubiquitous aspect of technology in disaster is its capacity to exacerbate response, create new kinds of disaster, and create consumer expectations that EM cannot meet. In the present work, we highlight how and why technological production needs to shift its ontological premises dramatically to meet the needs of technology for first responders. From supporting practice to taking a few steps back from the bleeding edge, we offer a range of suggestions based on the technological capacities of emergency management in the present and in the future. 

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5. The Crisis of Designing for Disaster: How to Help Emergency Management During The Technology Crisis We Created

   LaLone, Nicolas; Toups Dugas, Phoebe O.; Semaan, Bryan (May 2023, Proceedings of the International ISCRAM Conference)

   Radianti, J.; Dokas, I.; LaLone, N.; Khazanchi, D. (Ed.)

   Emergency Management (EM) is experiencing a crisis of technology as technologists have attempted to innovate standard operating procedures with minimal input from EM. Unsurprisingly, there has yet to be a success. Instead, technologists have focused on consumer culture and fostered a slow-moving crisis as the gap between what consumers and EM can do is deep. At present, the most ubiquitous aspect of technology in disaster is its capacity to exacerbate response, create new kinds of disaster, and create consumer expectations that EM cannot meet. In the present work, we highlight how and why technological production needs to shift its ontological premises dramatically to meet the needs of technology for first responders. From supporting practice to taking a few steps back from the bleeding edge, we offer a range of suggestions based on the technological capacities of emergency management in the present and in the future. 

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