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020			_a9783030763978
024	7		_a10.1007/978-3-030-76397-8 _2doi
040			_aES-MaUEC _bspa _cES-MaUEC _dES-MaUEC
050		4	_aHN29.5 _b2021 EB
245	1	0	_aSocial Simulation for a Crisis _bResults and Lessons from Simulating the COVID-19 Crisis _cedited by Frank Dignum.
250			_aFirst edition 2021
264		1	_aCham _bSpringer International Publising _c2021
300			_a1 recurso en línea (XIV, 453 páginas) _b170 ilustraciones, 155 ilustraciones a color
336			_2rdacontent _aTexto _btxt
337			_2rdamedia _aelectrónico _bc
338			_2rdacarrier _arecurso electrónico _bcr
347			_aarchivo de texto _bPDF
490	0		_aComputational Social Sciences _x2509-9582
490	0		_aComputer Science (SpringerNature-11645)
490	0		_aComputer Science (R0) (SpringerNature-43710)
505	0		_aPart 1. ASOCC Theory and Platform -- Chapter 1. Introduction -- Chapter 2. Foundations -- Chapter 3. From Theories to Implementation -- Chapter 4. Simulation Use -- Part II. Scenario's and Submodels -- Chapter 5. Closing of Schools -- Chapter 6. Testing & Smart Testing -- Chapter 7. Deployment and Effects of an App for Tracking and Tracing Contacts -- Chapter 8. How Culture Influences the Management of a Pandemic: Simulating the Effect of Culture on the Effective Management of the COVID-19 crisis,- Chapter 9. Economics -- Chapter 10. Exit Strategies -- Part III. Results and Lessons Learned -- Chapter 11. Extensible Model-Building in Crises -- Chapter 12. Comparative Validation of Simulation Models for the COVID-19 Pandemic -- Chapter 13. Supporting Policy Makers in a Crisis -- Chapter 14. From Crisis to Resilience Support -- Chapter 15. Challenges and Issues -- Chapter 16. Conclusions.
520	3		_aprovisional info text: Simulating for a crisis is far more than creating a simulation of a crisis situation. In order for a simulation to be useful during a crisis, it should be created within the space of a few days to allow decision makers to use it as quickly as possible. Furthermore, during a crisis the aim is not to optimize just one factor, but to balance various, interdependent aspects of life. In the COVID-19 crisis, decisions had to be made concerning e.g. whether to close schools and restaurants, and the (economic) consequences of a 3 or 4-week lock-down had to be considered. As such, rather than one simulation focusing on a very limited aspect, a framework allowing the simulation of several different scenarios focusing on different aspects of the crisis was required. Moreover, the results of the simulations needed to be easily understandable and explainable: if a simulation indicates that closing schools has no effect, this can only be used if the decision makers can explain why this is the case. This book describes how a simulation framework was created for the COVID-19 crisis, and demonstrates how it was used to simulate a wide range of scenarios that were relevant for decision makers at the time. It also discusses the usefulness of the approach, and explains the decisions that had to be made along the way as well as the trade-offs. Lastly, the book examines the lessons learned and the directions for the further development of social simulation frameworks to make them better suited to crisis situations, and to foster a more resilient society.
988			_aSpringer_Computer_2021
650		7	_2embne _9138672 _aMétodos de simulación _xDesarrollo
700	1		_aDignum, Frank _eeditor literario _0(orcid)0000-0002-5103-8127 _1https://orcid.org/0000-0002-5103-8127 _4edt _4http://id.loc.gov/vocabulary/relators/edt
776	0	8	_iPrinted edition: _z9783030763961
776	0	8	_iPrinted edition: _z9783030763985
776	0	8	_iPrinted edition: _z9783030763992
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-030-76397-8 _zAcceso a este recurso digital (usuarios Universidad Europea de Madrid)
942			_2lcc _cLE
998			_b01/2022 _da _eh _zSI