Despite the diversity of their nature, all crises have a few features in common such as the paucity of time for decision-making and the too much pressure they exert in that limited period of time. Decision-making is a process during which several alternative solutions to one or more problems are proposed, and then the best option is conclusively assessed and finally chosen. Decision-making in a crisis situation is much more sensitive and riskier than normal situations. Sometimes a critical situation requires no decisions. Taking no measures in such a condition, whether consciously or unconsciously, is a kind of decision itself.In a crisis-hit system, media are able to play a positive or negative role directly or indirectly in the process of decision-making. Media can also thwart misuses of the government, groups, and powerful individuals by shedding lights on facts and crisis situations. By playing stories up or down and influencing certain individuals and groups, they can furthermore exert pressure on decision-makers and make the situation critical or make them imagine the situation is critical so that they could not make the proper decision.

The COVID-19 Crisis, by showing the boundary states of socio-economic systems, has affected various areas of human life and has challenged many growing trends in trade and industry. . Participatory decision-making is one of the most important of these areas. This study seeks to examine the effects of the COVID-19 Crisis on different layers of participatory decision-making knowledge, and to estimate the necessary changes in participatory decision-making for life in the post COVID-19 period. Therefore, it is an essential step in organizing post-crisis participatory decision-making. Accordingly, using the Fundamentalism Strategy, the effects of the Corona Crisis on participatory decision-making at the three levels of principles, theories and techniques have been studied and analyzed. The results show that participatory decision-making at each of the introduced levels is affected by the Corona crisis. Also, at all levels, there has been areas of decision-making that remain completely unchanged. Further analysis shows that, despite the quantitative view, the most important effects have been created at the level of participatory decision-making principles and philosophical theories. The results of this study indicate the need for paradigm shifts in participatory decision-making in the post COVID-19 period. Finally, this study provide suggestions for further research and empirical suggestions.

Crisis prevention and containment first of all requires making effective decisions based on sound and structured information that is quickly and easily accessible to decision makers, so the more relevant, comprehensive and real-time information is made, the better decisions will be made. As a result, losses and losses from the crisis will be reduced. Therefore, this research is aimed at explaining the role of GIS in future crisis management. It is an applied research in terms of purpose and is a component of future research method. The population of the first phase of the study consisted of books, scientific texts, documents and articles related to the case study that were considered in all numbers. In the second phase, 9 experts and experts in the field of crisis management were selected by purposeful method. . In this research, using different environmental monitoring methods, different crisis management patterns were investigated and based on the rotational model, 12 indicators of this model were discussed in focal groups and with the focus group members considering the impact of this system in future crisis management. And they were prioritized. The research findings show that the most effective role of GIS decision systems is during crisis, then crisis start, pre crisis and after crisis which was explained in all 12 stages and indicators. Therefore, it was suggested that organizations Crisis management trustees, using GIS decision systems, manage the process of forecasting, preparing and managing the crisis at the time of occurrence, as well as the post-crisis action process

In the event of an epidemic crisis, such as the outbreak of the Covid 19 virus, the widespread consequences of the virus rapid spread in the fields of political, social, economical, health and medical will require governments, organizations and managers to make various strategic decisions. These crises cause many problems.Therefore, in the present study, a new method of strategic decision making called "strategic loss" has been introduced and also its applications have been explained. The present research method is analytical description of the estimation type and also is a qualitative study that examining the literature of the subject with the method of thematic analysis. In addition, the different applications of this decision-making method are expressed. In addition, the strategies used to achieve the strategic loss have been investigated. The results show that the strategic loss decision-making method is used to take advantage of opportunities and pass with minimal damage from crises accompanied by multiple uncertainties. Finally, "heroic flexibility" is introduced as one of the examples of this decision-making method.

Crisis is a kind of silent warfare which rather affects the software system of the society than the hardware section or, in other words, it will disrupts the society's performance and decision-making core at different levels. Given its semantic analysis, a crisis starts with the stage of "riot", reaches the tough and dangerous stages, and finally ends in loss of decision-making power. Thus, a crisis situation does not start from scratch, but rather it has roots in the lack of balance in the systems of society whether governmental or nongovernmental. The most significant consequence of this situation is the lack of certainty and possibility in the process of decision-making which, in turn, brings about numerous serious problems for the society.Media in different cultural contexts can play a two-folded role in this regard: employing such techniques as highlighting, satisfying, suggesting and training, they could either manage and control the crisis or add fuel to the flames expanding the crisis.

Flood is a natural disaster that once occur, could cause serious financial damage and widespread human losses. Conventional approaches to flood risk management are mostly resistance-based. However, a resilience-based approach, taking into account uncertainties and can play a very effective role in the resilience of human settlements against this critical risk. It is essential to combine these two approaches to manage flood uncertainty through decision-making frameworks, and to use multi-criteria decision tools that can consider perspectives, goals, practical options, and stakeholder evaluation criteria. Accordingly, in focused group discussions, a hybrid set of flood crisis management alternatives were extracted and divided into three stages; pre-crisis, crisis response and post-crisis. The weights of these options were then calculated using a combination of social network analysis approach and multi-criteria decision making, and top three alternatives of each category were presented and examined. The results showed that the resilience-based approach in flood risk management has been considered by experts in cases that indicate the movement of experts from relying solely on a resistance-based approach to an adaptive approach to consider uncertainties, especially the effects of climate change.

Crises are always the hardest test for every management theory. There are few management theories that work in the face of severe crises. As a result, organizations and managers in practice, during major crises, suspend many of their functions, dimensions and tasks. Meanwhile, the field of decision-making has a special status, because this field can’t be closed at all. Accordingly, practical theories of decision making in crisis are one of the most essential needs of any organization in times of crisis. In this regard, we tried to explain the application of PANDA decision-making strategy in critical situations. To this end, the corona crisis was chosen as the focus area. The Corona crisis, as one of the most important human crises that is currently affecting the whole world, is the best option for this purpose. In order to narrow the scope of the research, the decisions of the National Anti-Corona Headquarters of Iran were selected as our cases. Therefore, multiple case study method was selected as the method of the present study. The results of this study show that the characteristics of consequentialism, multiple feedback, speed of action and systematic attitude are the four main characteristics of Panda method that make this method especially suitable for critical situations.

Social unrest is one of the manifestations and manifestations of crises, and in such circumstances, the police force, as the main systemic institution, acts as the leading force to control the crisis. The purpose of this study is to identify the capabilities of this system that can help the crisis commander in making effective and timely decisions. The statistical population of the study is the commanders of the NAJA, which is a total of 185 people. The sample size has been determined using the Cochran sampling formula, 125 people. Also, the validity of the questionnaire for the first hypothesis was 0.76 by Cronbach's alpha for the second hypothesis, 0.79 and for the third hypothesis, 0.81. In data processing and analysis, statistical software Excell and Spss and one-sample t-test were used and Friedman test was used to determine the priority of components. The results show that command and control are the most effective in coordinating and directing operations, information processing and timely crisis detection, respectively. Battlefield, providing decision-making opportunities and providing situational awareness are the most important command and control tasks for the disciplinary management of social crises.

Due to world’s turbulent and changing environment, managers and leaders of Basij are seriously in collaboration with community and other beneficiaries. When a crisis occurs, citizens and community anticipate Basij leaders and managers to take important and decisive responsibilities and take measures, to resolve crisis. Unlike business leaders and governmental leaders, Basij leaders are under pressure (in particular political, social, etc) for correct decision making and accountability for their decisions and actions. The aim of present study is to provide a crisis leadership pattern for Basij leaders and managers so as to resolve crisis, or at least reduce its damages and hardships for community and sacred system of Islamic Republic of Iran. The current study is a systematic review of literature related to leadership crisis which eventually lead to presentation of a pattern. As a result, Basij leaders must perform the following actions in times of crisis: 1. Recognizing crises; 2. Responding to the crisis, and making correct decisions; 3. Conceptualizing crisis for community and beneficiaries; 4. Ending crisis; 5. Learning from crisis and implementing corrective measures, and 6. Leading crisis after crisis.