Virtual JSA Threat Management Event Collector SW License (VJSA-TMEC)
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Virtual JSA Threat Management Event Processor SW Failover Feature License (VJSA-TMEPHA)
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Virtual JSA Threat Management Event Processor SW License 100 eps included (VJSA-TMEP)
JSA Threat Management Combined Event/Flow Processor SW Failover Feature Licenses (JSA-TMCOMBOHA)
JSA Threat Management Combined Event/Flow Processor SW Licenses1K eps and 25K Flows Included (JSA-TMCOMBO)
High Quality Content by WIKIPEDIA articles! Crisis management is the process by which an organization deals with a major unpredictable event that threatens to harm the organization, its stakeholders, or the general public. Three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a short decision time. Venette argues that "crisis is a process of transformation where the old system can no longer be maintained." Therefore the fourth defining quality is the need for change. If change is not needed, the event could more accurately be described as a failure or incident. In contrast to risk management, which involves assessing potential threats and finding the best ways to avoid those threats, crisis management involves dealing with threats after they have occurred. It is a discipline within the broader context of management consisting of skills and techniques required to identify, assess, understand, and cope with a serious situation, especially from the moment it first occurs to the point that recovery procedures start.
“Mariners´ Adaptive Performance under Stress” focuses on the research question of direct and indirect effects of varying conditions of task-integral cognitive and affective demands on adaptive performance of novice bridge operators. The work draws theoretically on contextual models of cognition as well as appraisal theoretical frameworks of affect elicitation and experience. The respective research hypotheses reflect expected individual and team-related adaptive responses at and after the onset of ambiguous trigger events with a prominent affective component when performing a complex ship management task.Adaptive performance was measured by means of behavioural parameters with a relevance to normal and critical operations: Visual behaviour of officers of the watch, Threat and Error Management and Non-Technical Skill performance of bridge crews, and risk-related crew decision-making. Additional surveys were employed for the assessment of the task-related affective states and trigger event appraisals.The results suggest that the observed adaptive performance, especially on the team level, is strongly affected by the co-occurrence of constraining context conditions and the conspicuousness of the affective component of emerging events. Consequently, the work argues for an integrated approach towards combining cognition and affect for modelling human behaviour in dynamic environments. It showcases the need for further research of cognition, affect and their combined effects in the naturalistic context of work in order to comprehend the behaviour of the human element in practice beyond the obscuring veil of hindsight and outcome-based evaluations.