The Politics of Crisis Management
Kaup valmöguleikar
Krísustjórnun er orðin eitt af megineinkennum nútímastjórnarhátta. Þegar krísa skellur á vænta samfélög og starfsfólk stofnana þess að leiðtogar þeirra lágmarki áhrif hennar, á meðan gagnrýnendur og keppinautar innan stjórnsýslunnar nota samfélagsmiðla til að kenna sitjandi stjórnvöldum og stefnu þeirra um. Við þessar krefjandi aðstæður þurfa stefnumótendur að endurvekja tilfinningu fyrir eðlilegu ástandi og stuðla að sameiginlegum lærdómi af reynslunni.
Í þessari nýju útgáfu af einstaklega yfirgripsmikilli greiningu fjalla höfundarnir um hvernig leiðtogar takast á við þær áskoranir sem mæta þeim, pólitíska áhættu og tækifæri, þær gildrur sem þeir þurfa að varast og mögulegar leiðir til umbóta. Bókin byggist á áratugalöngum, þverþjóðlegum og þverfaglegum rannsóknum á tilvikum og hefur verið uppfærð með nýrri þekkingu og dæmum frá síðasta áratug.
Crisis management has become a defining feature of contemporary governance. In times of crisis, communities and members of organizations expect their leaders to minimize the impact, while critics and bureaucratic competitors make use of social media to blame incumbent rulers and their policies. In this extreme environment, policymakers must somehow establish a sense of normality, and foster collective learning from the crisis experience.
In the new edition of this uniquely comprehensive analysis, the authors examine how strategic leaders deal with the challenges they face, the political risks and opportunities they encounter, the pitfalls they must avoid, and the paths towards reform they may pursue. The book is grounded in decades of collaborative, cross-national and multidisciplinary case study research and has been updated to include new insights and examples from the last decade.
Nánar um bókina
- Cambridge University Press
- 9781316848722
- 9781107118461
- ePub
- 2
- Arjen Boin; Paul ‘t Hart; Eric Stern; Bengt Sundelius
- English
- 2016-11-21
- 10
Kaflar
- Cover
- Half title
- Title page
- Imprints page
- Contents
- Figures
- Tables
- Introduction to the Second Edition
- 1 Managing Crises
- 1.1 Crisis Management and Public Leadership
- 1.2 The Nature of Crises
- Crisis Typologies
- 1.3 The Origins of Crises
- 1.4 The Challenges of Strategic Crisis Management
- 1.5 The Five Critical Tasks of Strategic Crisis Leadership
- Task 1: Sense Making
- Task 2: Decision Making and Coordinating
- Task 3: Meaning Making
- Task 4: Accounting
- Task 5: Learning
- 2 Sense Making
- 2.1 What the Hell Is Going On?
- 2.2 Barriers to Crisis Detection
- The Nature of Crisis Development
- Organizational Barriers
- The Social and Political Construction of Threat Perception
- 2.3 Barriers to Understanding an Unfolding Crisis
- Dealing with Uncertainty Under Pressure
- Cognitive Limitations Imposed by Stress
- Organizational Factors
- 2.4 Effective Sense Making
- Mental Slides
- Command Rooms
- High Reliability Organizations
- The Promise of Social Media and Big Data
- 2.5 The Ubiquity of Surprise
- 3 Decision Making and Coordinating
- 3.1 The Myth of Top-Down Command and Control
- 3.2 Crisis Leaders as Decision Makers
- 3.3 Crisis Teams and Group Dynamics
- 3.4 Crisis Responses on the Ground
- Non-Decision Making
- Decentralization
- Improvisation
- 3.5 Crisis Coordination: Challenges, Forms, and Fault Lines
- Vertical Coordination: Negotiating Authority
- Horizontal Coordination: Matching Function to Place
- 3.6 Nurturing Crisis Coordination
- 3.7 Deciding and Coordinating: Conclusions
- 4 Meaning Making
- 4.1 The Politics of Crisis Communication
- 4.2 Framing Contests
- The Political Arena
- Traditional and Social Media
- The Public
- 4.3 Crafting a Winning Frame
- Persuasive Narratives
- Personal and Organizational Credibility
- Effective Crisis Communication
- 4.4 Effective Meaning-making
- 5 Ending a Crisis
- 5.1 It Ain’t Over Till It’s Over
- 5.2 How Crises End: Two Scenarios
- The Fast-Burning Crisis
- The Long-Shadow Crisis
- 5.3 To End a Crisis: What Role for Leadership?
- 5.4 Crisis Accountability: A Contest of Explanations
- Accountability: Actors and Venues
- 5.5 Managing the Accountability Contest
- Facing Inquiries: Stonewalling versus Cooperation
- Responding to Revelations: Denying Versus Acknowledging Error
- Coping with Verdicts: Perseverance Versus Resignation
- 5.6 Accountability, Blame Games, and Democracy
- 6 Learning and Changing
- 6.1 Never Again!
- 6.2 Learning from Crisis: Lessons from the Literature
- Why Learning from Crisis Is Hard
- 6.3 From Crisis to Reforms?
- Why Crises Enable Reform
- Critical Factors for Effective Reform
- Conditions for Success
- 6.4 The Tension Between Crisis Management and Reform Leadership
- Repair or Reform?
- Persuasion or Muscle?
- 6.5 Ambivalent Opportunities: From Crisis-Induced Reforms to Reform-Induced Crises
- 7 How to Deal with Crisis
- 7.1 Navigating Crises
- 7.2 Grasping the Nature of Crises
- 7.3 Improving Crisis Sense Making
- To See Crises Coming
- Develop a Clear and Timely Picture of the Unfolding Events and Their Implications
- Rumors Are a Potential Source of Information
- Dealing with the Stress of Crisis
- 7.4 Improving Crisis Decision Making and Coordination
- Centralizing Authority Is Overrated
- But the Critical Decisions Should Be Made by Strategic Leaders
- Crisis Planning Helps More than Crisis Plans Ever Will
- 7.5 Improving Crisis Meaning Making
- Leaders Who Do Not Communicate Persuasively Will Fail
- 7.6 Improving Crisis Accounting
- Crises Must Be Brought to Closure
- Accounting for Crises is Inevitable – and Risky
- Avoid Blame Games
- 7.7 Improving Crisis Learning and Reform Craft
- Learn – Don’t Just Copy or ‘Implement Recommendations’
- ‘Sweeping’ Reforms Are Not the Only Way to Learn From Crises
- 7.8 Being Prepared
- Organizing and Selecting
- Educating, Training, and Exercising
- Cultivating Vigilance
- 7.9 Prudent Crisis Leadership
- References
- Index