Synopsis "Modeling Crisis Management in Computer Mediated Communications (in English)"
The strategies and techniques employed to effectively manage crises that arise during computer-mediated communications (CMC). In today's interconnected world, where digital communication plays a central role in various domains, understanding how to handle crises in this context is of utmost importance.This research adopts a systematic approach, analyzing real-world case studies and scenarios involving crisis situations in CMC. By employing modeling techniques and simulations, the study seeks to develop comprehensive crisis management strategies tailored specifically for computer-mediated environments.The research team explores the challenges and complexities associated with crisis management in CMC, including issues related to information dissemination, message control, response coordination, and managing the rapid spread of information on digital platforms.Furthermore, investigates the role of artificial intelligence and machine learning algorithms in aiding crisis management efforts during CMC. These technologies can provide real-time data analysis, sentiment monitoring, and automated response systems to support crisis responders and decision-makers.The findings of this research offer valuable insights to various stakeholders, including crisis management teams, communication experts, and technology developers. Understanding how crises unfold in computer-mediated communications and developing effective strategies can help in minimizing the negative impact of crises, protecting reputations, and safeguarding the well-being of individuals and organizations involved.Ultimately, this contributes to the advancement of crisis management practices in the digital era, providing evidence-based guidance for navigating complex crisis situations during computer-mediated communications. By developing a deeper understanding of crisis dynamics in CMC, society can enhance its preparedness and response capabilities in the face of digital crises.
