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Crisis Management (crisis + management)
Selected AbstractsCrisis Management in Transitional Democracies: The Baltic ExperienceGOVERNMENT AND OPPOSITION, Issue 4 2002Eric Stern First page of article [source] Legislatures, Legitimacy and Crises: The Relationship Between Representation and Crisis ManagementJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 1 2010Alastair Stark This article presents a theoretical argument that the study of representation can yield important insights for crisis analysts. The argument is presented through a claim that the representative systems, legislatures and individuals of a state , defined here broadly as ,representative institutions', should be factored into political analyses of crisis management, as they provide a lens for novel explorations of crisis issues. In particular, the use of parliamentary perspectives, and the examination of specific legislature functions during crises, can lead to valuable insights into the legitimacy dynamics that characterize political crisis episodes. [source] Narcissism and Effective Crisis Management: A Review of Potential Problems and PitfallsJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2007Granville King III In the event of a crisis, effective leadership by senior officials plays a significant role in an organization's attempt to return to a state of normal operation. Effectiveness, however, can be hampered by a leader's behaviour and attitude towards colleagues, and other employees within the organization. This paper explores how narcissism and narcissistic leaders may affect crisis management within an organization. Using the literature from the American Psychiatric Association, crisis management, and leadership, this paper explores how personality disorders associated with narcissism may affect the pre-crisis, crisis, and post-crisis stages of crisis management. The paper concludes by offering suggestions on how to handle narcissistic leaders within an organization, and areas for future research. [source] Preparation for Crisis Management: A Proposed Model and Empirical EvidenceJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 3 2004S. Elsubbaugh This article explores the forces restricting effective crisis management in a crisis ridden industry. Models of crisis preparedness have typically been developed based upon research in US or Western business. This study is based upon the Egyptian industry which, until the 1990s was state owned and heavily state supported. Changes in government policy, combined with external forces, not in the least the loss of markets in the previous Soviet bloc, had plunged the industry into serious crisis. Crisis is a cultural embarrassment to most Egyptian managers and this, combined with the depth of economic difficulties faced by the industry, makes it extraordinarily difficult for any level of crisis preparedness to be achieved. Based on interview and questionnaire data, this article extends existing models of crisis preparedness to better accommodate conditions in crisis prone industries outside the West. New dimensions in the proposed model are the stress on national culture and how this limits the range of managerial responses. This in turn requires the active development of an organisational culture to counteract these limitations. [source] Crisis Management in France: Trends, Shifts and PerspectivesJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2002Patrick Lagadec The object of this article is to give an idea of crisis management in France. I will look at two principal axes: firstly, a simplified outline of the system as it has evolved over the years and with regard to the major changes it is undergoing today; secondly, an overview of the efforts recently made by the most progressive actors in the field. Traditionally, all analyses of this type have concentrated on the French exception, that is, a centralised country answering to a strong state, largely influenced by past references, doctrines, hierarchical rules, and technical dispositions. Although this image is still very accurate in many respects, France has been progressively losing its ,classicism'. This has come about as a result, first and foremost, of the growing number of crises which contradict the logic of long,standing references. Uncertainties, multiplicity of actors, masses of information, major surprises, cross,over events and abrupt changes are but some of the elements which are increasingly difficult to absorb within pre,established historical models. With the profusion of new actors and networks of people unaware of former royal or Napoleonic regulations, the cards are largely being dealt between the public and the private, the central and the local, the national and the international, and so on. Transformation is continuously occurring by the accumulation of new laws (e.g. decentralisation) or specific adjustments (e.g. critical infrastructures). International markets and new information technologies also play a key role in this transformation. But perhaps the most powerful motor for change are crises. More often than not, crises lead to a loss of faith in yet unquestioned references, with regard to legitimacy, credibility and responsibility. France offers a highly contrasted scene as a country still resisting inevitable change. Although there is growing disorder, new opportunities are arising. Wishing to take a dynamic approach to these questions rather than a descriptive one, I have sought to distinguish the main themes and their interactions. I will particularly look at: problems raised by new crises in complex societies; the means necessary for ensuring progress (Boin; Lagadec 2000); resistance to these measures; and, finally, some of the most promising initiatives. The vocation of the European Crisis Management Academy is to share past experience as well as questions and answers in an area of great instability and critical stakes. [source] Training Civil Servants for Crisis ManagementJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2000Laurent F. Carrel This article describes and reflects upon actual experiences in training leaders in the Swiss government. Five thematic areas that are fundamental to preparing a government for leadership in a crisis are presented. Additionally, planning the training, the use of expertise and factors which facilitate or hinder strategic learning are discussed. The author recommends the development of a model learning strategy for governments, with the assistance of the European Academy for Crisis Management. [source] An Institutional Framework for Japanese Crisis ManagementJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 1 2000Shun'ichi Furukawa This paper discusses an institutional framework and inter-governmental relationships pertaining to crisis management in Japan. While the current law shifts most responsibility to local governments, the compartmentalized and fragmented nature of the central government and a lack of viable organization therein to oversee crisis management, hinder decisive and responsive action. Crisis management is inherently local in nature and numerous examples from the local level highlight this nature of crisis management. Three features of crisis management are identified: the decentralized nature of centralized government and centralized leadership in local government, fused inter-governmental relationship and lack of political authority. [source] Ford Motor Company and the Firestone tyre recallJOURNAL OF PUBLIC AFFAIRS, Issue 3 2003Robert Moll Abstract This paper was prepared as the basis for a class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. It may be appropriate for public affairs, business and public policy, and/or crisis management courses at the undergraduate or graduate level. In conjunction with this case, it may be useful to use the framework for crisis management developed by Dr Ian I. Mitroff, the Harold Quinton Distinguished Professor of Business Policy at the Marshall School of Business, University of Southern California. This best practice model is discussed in ,Managing Crises Before They Happen', which Mitroff published in 2001 with Gus Anagnos, Vice President of Comprehensive Crisis Management. This case leads the audience through the Ford,Firestone tyre crisis from 1997,when Ford began to learn of a problem with Firestone tyres on its popular Explorer sport-utility vehicle,up until the summer of 2001, just after Ford recalled 13 million Firestone tyres and the National Highway Transportation and Safety Administration cleared Ford of further investigation into potential defects in the Explorer. The case addresses potential causes of the tyre problem, how Ford handled the crisis from a corporate public affairs perspective and, tangentially, how Firestone handled the issue. Copyright © 2003 Henry Stewart Publications [source] PREPARE: seeking systemic solutions for technological crisis managementKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2005Beverly J. DavisArticle first published online: 2 JUN 200 America's private sector faces an unprecedented challenge in the wake of the 9/11 terrorist attacks. For the first time in the nation's history, its business assets, workers, and critical infrastructures are on the front lines of the battlefield,key targets, and possibly pathways, for future attacks. With terrorism, unconventional declaration of war can be waged, chaos created, and borders crossed by attacking our information highways. Although the catastrophic 9/11 attacks shifted our attention to the United States, the fact remains that Internet attacks against private and public organizations around the world leapt 28% in the 6 months after 9/11. These attacks targeted technology, financial services, and power companies. In order to ,seek to understand our enemies', the PREPARE Model of Technological Crisis Management (TCM) along with the application of the Johari Window psychology model will offer business leaders techniques to increase awareness of potential threats to their businesses. The best practice TCM model, a model of continuous process and analysis, takes business cyber-security to a new level, not only identifying the risks and threats to businesses, but also assessing and creating systemic plans to respond to those risks. Copyright © 2005 John Wiley & Sons, Ltd. [source] Disagreeing to Agree: Financial Crisis Management within the ,Logic of No Alternative'POLITICS, Issue 2 2009Huw Macartney The article argues that amid a cacophony of analyses of the causes of the current financial crisis, those daring to consider its implications and outcomes are decidedly cautious. Fundamentally, crisis managers appear intent on treating this as a minor glitch in an otherwise functioning market. This is a controversial claim. Nonetheless it is the legacy of the perception that neoliberalism is ,the only alternative'; it emphasises the need, however, for truly alternative voices in the ad hoc settlements and negotiations. The article argues that, through the lenses of historical materialism, this crisis is the inevitable result of the prolonged period of credit expansion and financial market reform in recent decades. With this in mind it suggests that the economists and state managers who established these conditions are themselves both unlikely to and incapable of reversing them. [source] Risk and Crisis Management in the Reformed European Agricultural PolicyCANADIAN JOURNAL OF AGRICULTURAL ECONOMICS, Issue 4 2007Carlo Cafiero Currently there is ample discussion among EU Institutions (European Commission, European Parliament, and Member States' governments) on the opportunity for setting up a comprehensive EU-wide framework on risk and crises in agriculture. In the meantime, within the limits of the WTO rules on agriculture, national governments are allowed to intervene through direct compensation to farmers in case of exceptional events that cause damages to farming operations and through subsidies to crop insurance programs. Such schemes are quite expensive for domestic budgets and some Member States are trying to switch some of their cost to the Community's budget, although an expansion of financial resources devoted to agriculture in Europe is rather unlikely. Moving from the recently emanated proposal of the European Commission, this paper discusses the main issues related to public intervention for risk and crises management in agriculture. Actuellement, les institutions européennes (Commission européenne, Parlement européen et gouvernements des pays membres) discutent intensément de l'opportunité d'élaborer un cadre général pour l'ensemble de l'Union européenne sur les crises et les risques dans le secteur agricole. Entre-temps, selon les règles de l'OMC sur l'agriculture, les gouvernements nationaux peuvent intervenir en accordant des compensations financières directes aux agriculteurs en cas de circonstances exceptionnelles causant des dommages aux exploitations agricoles ainsi que des subventions aux programmes d'assurance récolte. Ces interventions amputent considérablement les budgets nationaux, et certains pays membres tentent de transférer une partie de leurs coûts au budget de l'Union européenne, bien qu'il soit peu probable que les ressources financières consacrées à l'agriculture en Europe augmentent. A la lumière de la récente proposition de la Commission européenne, le présent article traite des principaux thèmes liés à l'intervention publique dans la gestion des risques et des crises dans le secteur agricole. [source] An Exploratory Model for Evaluating Crisis Events and Managers' Concerns in Non-Profit OrganisationsJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2003John E. Spillan Few organisations avoid the experience of crisis management. Some time during their life they are confronted with some type of crisis that may strain their resources and distract them from their central mission of serving its clients. Crisis management seeks to minimise the impact of these events. Although the crisis management literature is plentiful regarding larger organisations, little has been written on this subject as it relates to non-profit organisations. This study examines the perceptions and experiences of crisis events among non-profit organisation managers located in the north-eastern part of the U.S. The results reveal that only a little more than a quarter of the respondents indicated that a formal crisis management team or any plans to implement it were operating in their non-profit organisation. [source] An Institutional Framework for Japanese Crisis ManagementJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 1 2000Shun'ichi Furukawa This paper discusses an institutional framework and inter-governmental relationships pertaining to crisis management in Japan. While the current law shifts most responsibility to local governments, the compartmentalized and fragmented nature of the central government and a lack of viable organization therein to oversee crisis management, hinder decisive and responsive action. Crisis management is inherently local in nature and numerous examples from the local level highlight this nature of crisis management. Three features of crisis management are identified: the decentralized nature of centralized government and centralized leadership in local government, fused inter-governmental relationship and lack of political authority. [source] EXCHANGE RATE REGIMES AND MONETARY COOPERATION: LESSONS FROM EAST ASIA AND LATIN AMERICA,THE JAPANESE ECONOMIC REVIEW, Issue 3 2004TAKATOSHI ITO This paper analyses the mechanisms of, and draws lessons from, currency crises in Asian and Latin American countries in the 1990s and 2000s. In Asian countries fiscal deficits were insignificant in size, and were not part of a crisis trigger, while in Latin America they played a major role in the crisis story. Crisis management by international financial institutions has been evolving over the last 10 years, and private-sector involvement (PSI) has occupied centre-stage in efforts to reform the international financial architecture. Sovereign debts, a focus of PSI discussions, were neither a cause nor a propagation of the Asian crises. [source] Risk and Crisis Management in the Reformed European Agricultural PolicyCANADIAN JOURNAL OF AGRICULTURAL ECONOMICS, Issue 4 2007Carlo Cafiero Currently there is ample discussion among EU Institutions (European Commission, European Parliament, and Member States' governments) on the opportunity for setting up a comprehensive EU-wide framework on risk and crises in agriculture. In the meantime, within the limits of the WTO rules on agriculture, national governments are allowed to intervene through direct compensation to farmers in case of exceptional events that cause damages to farming operations and through subsidies to crop insurance programs. Such schemes are quite expensive for domestic budgets and some Member States are trying to switch some of their cost to the Community's budget, although an expansion of financial resources devoted to agriculture in Europe is rather unlikely. Moving from the recently emanated proposal of the European Commission, this paper discusses the main issues related to public intervention for risk and crises management in agriculture. Actuellement, les institutions européennes (Commission européenne, Parlement européen et gouvernements des pays membres) discutent intensément de l'opportunité d'élaborer un cadre général pour l'ensemble de l'Union européenne sur les crises et les risques dans le secteur agricole. Entre-temps, selon les règles de l'OMC sur l'agriculture, les gouvernements nationaux peuvent intervenir en accordant des compensations financières directes aux agriculteurs en cas de circonstances exceptionnelles causant des dommages aux exploitations agricoles ainsi que des subventions aux programmes d'assurance récolte. Ces interventions amputent considérablement les budgets nationaux, et certains pays membres tentent de transférer une partie de leurs coûts au budget de l'Union européenne, bien qu'il soit peu probable que les ressources financières consacrées à l'agriculture en Europe augmentent. A la lumière de la récente proposition de la Commission européenne, le présent article traite des principaux thèmes liés à l'intervention publique dans la gestion des risques et des crises dans le secteur agricole. [source] Grid services for earthquake scienceCONCURRENCY AND COMPUTATION: PRACTICE & EXPERIENCE, Issue 6-7 2002Geoffrey Fox Abstract We describe an information system architecture for the ACES (Asia,Pacific Cooperation for Earthquake Simulation) community. It addresses several key features of the field,simulations at multiple scales that need to be coupled together; real-time and archival observational data, which needs to be analyzed for patterns and linked to the simulations; a variety of important algorithms including partial differential equation solvers, particle dynamics, signal processing and data analysis; a natural three-dimensional space (plus time) setting for both visualization and observations; the linkage of field to real-time events both as an aid to crisis management and to scientific discovery. We also address the need to support education and research for a field whose computational sophistication is rapidly increasing and spans a broad range. The information system assumes that all significant data is defined by an XML layer which could be virtual, but whose existence ensures that all data is object-based and can be accessed and searched in this form. The various capabilities needed by ACES are defined as grid services, which are conformant with emerging standards and implemented with different levels of fidelity and performance appropriate to the application. Grid Services can be composed in a hierarchical fashion to address complex problems. The real-time needs of the field are addressed by high-performance implementation of data transfer and simulation services. Further, the environment is linked to real-time collaboration to support interactions between scientists in geographically distant locations. Copyright © 2002 John Wiley & Sons, Ltd. [source] Emergency Medicine Crisis Resource Management (EMCRM): Pilot Study of a Simulation-based Crisis Management Course for Emergency MedicineACADEMIC EMERGENCY MEDICINE, Issue 4 2003Martin Reznek MD Objectives: To determine participant perceptions of Emergency Medicine Crisis Resource Management (EMCRM), a simulation-based crisis management course for emergency medicine. Methods: EMCRM was created using Anesthesia Crisis Resource Management (ACRM) as a template. Thirteen residents participated in one of three pilot courses of EMCRM; following a didactic session on principles of human error and crisis management, the residents participated in simulated emergency department crisis scenarios and instructor-facilitated debriefing. The crisis simulations involved a computer-enhanced mannequin simulator and standardized patients. After finishing the course, study subjects completed a horizontal numerical scale survey (1 = worst rating to 5 = best rating) of their perceptions of EMCRM. Descriptive statistics were calculated to evaluate the data. Results: The study subjects found EMCRM to be enjoyable (4.9 ± 0.3) (mean ± SD) and reported that the knowledge gained from the course would be helpful in their practices (4.5 ± 0.6). The subjects believed that the simulation environment prompted realistic responses (4.6 ± 0.8) and that the scenarios were highly believable (4.8 ± 0.4). The participants reported that EMCRM was best suited for residents (4.9 ± 0.3) but could also benefit students and attending physicians. The subjects believed that the course should be repeated every 8.2 ± 3.3 months. Conclusions: The EMCRM participants rated the course very favorably and believed that the knowledge gained would be beneficial in their practices. The extremely positive response to EMCRM found in this pilot study suggests that this training modality may be valuable in training emergency medicine residents. [source] Human resources planning on terrorism and crises in the Asia Pacific region: Cross-national challenge, reconsideration, and proposition from western experiencesHUMAN RESOURCE MANAGEMENT, Issue 1 2008Dian-Yan Liou Since the 9/11 attacks in the United States (2001) and the two bombing events in Bali (2002, 2005), there has been renewed interest in emergency prevention policies in many organizations around the world. Functional terrorism preparedness requires changes in organizational thinking about external environmental threats. This shift in organizational thinking could be led by human resource departments. In order to achieve this goal, HR departments must redefine their role in terms of crisis management, and then four key planning measures for insuring postemergency operations should be observed. Using system dynamics (SD) methodology, this article examines the causes of states in which organizations operate after terrorist attacks. Based on the qualitative analytic approach of causal loops, this article explores the major challenges for HR development prompted by terrorism. Specifically, we focus on changes both to organizational communication and to workforce planning and succession. These activities are a tremendous challenge immediately following a disaster. A functional HR plan must include elements for proactive alertness, the ability to dispatch inventory, evacuation plans, and record preservation coupled with dissemination to employees and explicit employee training and cross-cultural management. © 2008 Wiley Periodicals, Inc. [source] Getting them to forgive and forget: cognitive based marketing responses to terrorist actsINTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 3 2006Peter A. Taylor Abstract The context for the article is crisis management and the recognition of the essential role of the mass media in the strategically constructive diffusion of information. The paper introduces the relationship in the media between perception and reality specifically as it relates to the tourism industry. Building on this context, the elaborate likelihood model (ELM) of persuasion is creatively applied to strategies for attitude intervention and manipulation to affect market recovery from acts of terrorism. Additionally the model is applied to non-affected but competitive destinations as an opportunistic strategy. Copyright © 2006 John Wiley & Sons, Ltd. [source] The Commoditization of Societal SafetyJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 3 2010Petter G. Almklov New public management has led to major institutional changes in the sectors operating critical infrastructures. The previously integrated utility companies have been dismantled and are now run, regulated and organized more like private entities. This paper proposes two concepts that may aid the analysis of these organizational changes and the consequences they may have on societal safety. Commoditization refers to the process where work is sought transformed into atomistic standardized products to be ordered on a market. Modularization refers to the creation of discrete entities coordinated by market mechanisms and standardized interfaces. We argue that commoditization of work and modularization of organizational entities pose challenges to some of the informal characteristics of high-reliability organization's, with recognized importance especially for crisis management. This is illustrated by examples from Norwegian electricity network operators. [source] Legislatures, Legitimacy and Crises: The Relationship Between Representation and Crisis ManagementJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 1 2010Alastair Stark This article presents a theoretical argument that the study of representation can yield important insights for crisis analysts. The argument is presented through a claim that the representative systems, legislatures and individuals of a state , defined here broadly as ,representative institutions', should be factored into political analyses of crisis management, as they provide a lens for novel explorations of crisis issues. In particular, the use of parliamentary perspectives, and the examination of specific legislature functions during crises, can lead to valuable insights into the legitimacy dynamics that characterize political crisis episodes. [source] Narcissism and Effective Crisis Management: A Review of Potential Problems and PitfallsJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2007Granville King III In the event of a crisis, effective leadership by senior officials plays a significant role in an organization's attempt to return to a state of normal operation. Effectiveness, however, can be hampered by a leader's behaviour and attitude towards colleagues, and other employees within the organization. This paper explores how narcissism and narcissistic leaders may affect crisis management within an organization. Using the literature from the American Psychiatric Association, crisis management, and leadership, this paper explores how personality disorders associated with narcissism may affect the pre-crisis, crisis, and post-crisis stages of crisis management. The paper concludes by offering suggestions on how to handle narcissistic leaders within an organization, and areas for future research. [source] August 2003: Reflections on a French Summer DisasterJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2005Why were its medical consequences so serious? The heat wave of August 2003 caused a hecatomb in France. Its extent and consequences (INVS 2003) require analysis in order to understand why such a situation occurred and how to avoid that the same medical disaster will be caused in the future by identical climatic conditions. This natural disaster had no known precedent in France. The heatwave lasted for three weeks in August 2003 and led to 14800 deaths. However, the human toll of this catastrophe cannot be explained solely by the violence of the attack. Any analysis of this dramatic crisis, as for any public health threat, should take into account the agent involved, the population concerned, the specific relation between the agent and the target, and, based upon this, the crisis management needed. The analysis presented in this article, following the described line, shows that the crisis management was far from optimal. Learning from this situation should allow us to do better, next time such a climatic catastrophe occurs. A key factor is promoting adequate citizen response. [source] From the Politics of Urgency to the Governance of Preparedness: A Research Agenda on Urban VulnerabilityJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 2 2005Will Medd To date, little social science understanding has been developed about what it would mean to strategically build resilience in the context of such rich interdependencies between social, technical and natural worlds. We argue that shifts in strategies to deal with urban crises marks a turn from the politics of urgency, characteristic of crisis management, towards a governance of preparedness, characterised by strategies to build urban resilience. Social science needs to develop research agendas that critically engage with different understandings of resilience and the challenges of building resilience across different scales of urban governance. [source] Preparation for Crisis Management: A Proposed Model and Empirical EvidenceJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 3 2004S. Elsubbaugh This article explores the forces restricting effective crisis management in a crisis ridden industry. Models of crisis preparedness have typically been developed based upon research in US or Western business. This study is based upon the Egyptian industry which, until the 1990s was state owned and heavily state supported. Changes in government policy, combined with external forces, not in the least the loss of markets in the previous Soviet bloc, had plunged the industry into serious crisis. Crisis is a cultural embarrassment to most Egyptian managers and this, combined with the depth of economic difficulties faced by the industry, makes it extraordinarily difficult for any level of crisis preparedness to be achieved. Based on interview and questionnaire data, this article extends existing models of crisis preparedness to better accommodate conditions in crisis prone industries outside the West. New dimensions in the proposed model are the stress on national culture and how this limits the range of managerial responses. This in turn requires the active development of an organisational culture to counteract these limitations. [source] An Exploratory Model for Evaluating Crisis Events and Managers' Concerns in Non-Profit OrganisationsJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2003John E. Spillan Few organisations avoid the experience of crisis management. Some time during their life they are confronted with some type of crisis that may strain their resources and distract them from their central mission of serving its clients. Crisis management seeks to minimise the impact of these events. Although the crisis management literature is plentiful regarding larger organisations, little has been written on this subject as it relates to non-profit organisations. This study examines the perceptions and experiences of crisis events among non-profit organisation managers located in the north-eastern part of the U.S. The results reveal that only a little more than a quarter of the respondents indicated that a formal crisis management team or any plans to implement it were operating in their non-profit organisation. [source] Critical Infrastructures under Threat: Learning from the Anthrax ScareJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 3 2003Arjen Boin Conventional thinking in emergency and crisis management focuses on the application of codified procedures to unforeseen contingencies. Modern society's increased dependence on critical infrastructures and the emerging vulnerabilities of these large-scale networks create challenges that are hard to meet with conventional tools of crisis management. This article discusses the inherent vulnerabilities and explores the requirements of effective preparation for escalatory network breakdowns. [source] Crisis Management in France: Trends, Shifts and PerspectivesJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2002Patrick Lagadec The object of this article is to give an idea of crisis management in France. I will look at two principal axes: firstly, a simplified outline of the system as it has evolved over the years and with regard to the major changes it is undergoing today; secondly, an overview of the efforts recently made by the most progressive actors in the field. Traditionally, all analyses of this type have concentrated on the French exception, that is, a centralised country answering to a strong state, largely influenced by past references, doctrines, hierarchical rules, and technical dispositions. Although this image is still very accurate in many respects, France has been progressively losing its ,classicism'. This has come about as a result, first and foremost, of the growing number of crises which contradict the logic of long,standing references. Uncertainties, multiplicity of actors, masses of information, major surprises, cross,over events and abrupt changes are but some of the elements which are increasingly difficult to absorb within pre,established historical models. With the profusion of new actors and networks of people unaware of former royal or Napoleonic regulations, the cards are largely being dealt between the public and the private, the central and the local, the national and the international, and so on. Transformation is continuously occurring by the accumulation of new laws (e.g. decentralisation) or specific adjustments (e.g. critical infrastructures). International markets and new information technologies also play a key role in this transformation. But perhaps the most powerful motor for change are crises. More often than not, crises lead to a loss of faith in yet unquestioned references, with regard to legitimacy, credibility and responsibility. France offers a highly contrasted scene as a country still resisting inevitable change. Although there is growing disorder, new opportunities are arising. Wishing to take a dynamic approach to these questions rather than a descriptive one, I have sought to distinguish the main themes and their interactions. I will particularly look at: problems raised by new crises in complex societies; the means necessary for ensuring progress (Boin; Lagadec 2000); resistance to these measures; and, finally, some of the most promising initiatives. The vocation of the European Crisis Management Academy is to share past experience as well as questions and answers in an area of great instability and critical stakes. [source] Public Inquiry: Panacea or Placebo?JOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 1 2002Dominic Elliott This article reviews and examines the role of the public inquiry as a mechanism for investigating disasters within the United Kingdom. A number of authors have considered the growing penetration of technology into our lives, as well as economic liberalisation, societal fragmentation and the globalisation of business, as factors that have contributed to a post modern view of the world. Within this context, this article considers the efficacy of the public inquiry as a tool for learning from disaster. Is an instrument born of the late nineteenth century suited to the demands of the early twenty-first century? Data are drawn from the football and rail industries, both of which have witnessed a sequence of large-scale accidents investigated through the public inquiry mechanism. Drawing upon literature from the fields of socio-legal studies and crisis management, three broad areas are critiqued: the process, underlying aims, and impartiality of the public inquiry process. [source] Confronting Social Defence Mechanisms: Avoiding Disorganisation During CrisesJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 2 2001Martin Loosemore Crises cause social disturbances within their host organisation and the patterns of interpersonal ties that emerge are an important determinant of crisis management efficiency. In this article, social network analysis is used within a construction project context, to demonstrate that efficient crisis management depends upon the design and maintenance of an appropriate social fabric. However, crises have defence mechanisms that make management difficult by inducing forces that encourage people to pursue inappropriate social ties. Purposeful social intervention is therefore an essential part of the crisis management process to confront and avoid disorganisation. [source] | ||||||||||||||||||||||||||||