Citation - Denning, P. J. (2006). Hastily formed networks. Communications of the ACM, 49(4), 15-20.
Keyword - Hastily formed networks
hastily formed network (HFN): 應急網絡
迅速地形成多重組織網絡，對於人道援助、災害救援、與重大緊急專案而言，是至關重要的能力。設計並落實網絡中的對話空間是核心挑戰。
The ability to form multi-organizational networks rapidly is crucial to humanitarian aid, disaster relief, and large urgent projects. Designing and implementing the network’s conversation space is the central challenge. (p.15)
We coined the term (HFN) at the Naval Postgraduate School in 2004. (p.16)
The idea of quickly forming a team for a particular, urgent task, and then disbanding it when done, is not new.
三種應急網絡所處理的事件：
three categories of events for which an HFN must respond
| 類別 Category | 特性 Characteristics | 範例 Examples |
|---|---|---|
| K: Known | Know what to do Us existing network structure May choose not to response | 緊急業務問題或機會的快速回應團隊 Fast response team for time-critical business problem or opportunity |
| KU: Known Unknown | Know what to do Don't know time or place Responding network structure known | 區域火災、小型地震、市民暴動、軍事行動 Local fire, small earthquake, civil unrest, military campaigns |
| UU: Unknown Unknown | Don't know what to do Don't know time or place Responding network structure unknown | 大型恐怖攻擊、大型地震、重大自然災害 9/11 attack, other terrorist attacks, large earthquake, major natural disasters (Note: KU events can become UU events when scaled up to large areas or populations) |
第三類HFN所面對的挑戰主要有：
The main aspects of the third category challenge are:
首要工作是建立溝通，才能匯集知識與對現況的解釋、了解有哪些資源可用、評估選項、計畫行動、決策、承諾、行動、協調配合。缺乏溝通，這些事情都不會發生。
The first priority after the precipitating event is for the responders to communicate. They want to pool their knowledge and interpretations of the situation, understand what resources are available, assess options, plan responses, decide, commit, act, and coordinate. Without communication, none of these things happens: the responders cannot respond. (p.16)
HFN 五要素(p.16)：
HFN 不只是能運用先進網絡技術的組織，也要求以下能力(p.17)：
網絡的核心是成員們使用的溝通系統，我們稱之為應急網絡的「對話空間」。
Thus the heart of the network is the communication system they use and the ways they interact within it. We call this the “conversation space” of the HFN.(p.16)
對話空間是形成社群並產生行動的傳播媒體空間。
The term conversation space was introduced for the medium in which all this takes place—from forming community responses to delivering actions.(p.17)
對話空間是(p.17)：
對話空間的要件：
Components of conversation space.
| 類別 Category | 特性 Characteristics | 範例 Examples |
|---|---|---|
| Physical systems | 人們溝通、分享資訊與分配資源的媒體與機制 Media and mechanisms by which people communicate, share information, and allocate resources | 電話、電力、道路、開會空間、物資補給、配送系統 Telephone, power, roads, meeting places, supplies, distribution systems |
| Players | 成員，與其角色、核心能力、權力 Players included and their roles, core competencies, and authorities | 市民、消防局、警察局、高速公路局、聯邦災難管理局 Citizens, fire department, policy department, highways department, federal emergency management agency |
| Interaction practices | 成員間協調組織行動以完成目的的遊戲規則 Rules of the “game” followed by the players to organize their cooperation and achieve their outcomes | 狀況覺察、分享資訊、計畫、決策、協調、統一指揮、權力、公共關係。 Situational awareness, sharing information, planning, reaching decisions, coordination, unified command and control, authority, public relations. (Note: environment has no common authorities, no hierarchy, many autonomous agents, decentralized communications) |
文中舉了兩個建立對話空間的例子：911後的紐約市，與Hurricane Katrina 後的紐奧良 (New Orleans)。紐約成功的建立起對話空間，紐奧良則否。
紐約市在回應者與市民之間快速地建立的信任，但紐奧良的經驗是在建立信任時遭遇了困難。但這只是其中的一課：事件越大，越可能發生turf-asserting，並干擾網絡的效益。整個來說，HFN 的效能，取決於參與的民眾與組織在其互動傳播系統中的作為。
New York City quickly built trust among the responders and citizens. New Orleans experienced considerable difficulty in building trust. But this is one of the lessons: the more overwhelming the event, the more likely turf-asserting tendencies will occur and interfere with the effectiveness of the network. The overarching lesson is: the effectiveness of an HFN depends as much on the participating people and organizations as it does on the communication system through which they interact.(p.18)
在遇到災變時，人們傾向根據舊有習慣的反射動作，而非做出正確能解決問題的決定。 例如911事件中，幾乎每個人都看到燃燒的世貿大樓，但此一資訊很晚才傳給消防隊。 Joseph Pfeifer 認為遇到災變的回應模式，受到既有組織慣例的影響：傾向於社群內傳播、而非社群外傳播。 Joseph Pfeifer 建議建立一個統一的指揮網絡，而領導權在不同組織間分享。
：有些項目是重疊的(3,6)，看起來只是提醒哪裡可能有問題(3,4,6,7)或哪裡可能有機會(5)與原則(1,2,8)
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