The Politics of Crisis Management: Public Leadership Under Pressure

by Arjen Boin , Paul 't Hart , Eric Stern , Bengt Sundelius
Format: Paperback
Pub. Date: 2006-01-09
Publisher(s): Cambridge University Press
List Price: $46.99

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Summary

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 of the crisis at hand, while critics and bureaucratic competitors try to seize the moment to blame incumbent rulers and their policies. In this extreme environment, policy makers must somehow establish a sense of normality, and foster collective learning from the crisis experience. In this uniquely comprehensive analysis, the authors examine how leaders deal with the strategic challenges they face, the political risks and opportunities they encounter, the errors they make, the pitfalls they need to avoid, and the paths away from crisis they may pursue. This book is grounded in over a decade of collaborative, cross-national case study research, and offers an invaluable multidisciplinary perspective. This is an original and important contribution from experts in public policy and international security.

Author Biography

Dr. Arjen Boin is an Assistant Professor at Leiden University, Department of Public Administration Professor Paul't Hart is Professor of Public Administration at the Utrecht School of Governance, Utrecht University Dr Eric Stern is Director of Crismart, and Associate Professor of Government at Uppsala University Professor Bengt Sundelius is the Founding Director of Crismart and Professor of Government at Uppsala University

Table of Contents

List of figures and table
vii
Acknowledgments ix
Crisis management in political systems: five leadership challenges
1(17)
Crisis management and public leadership
1(1)
The nature of crisis
2(2)
The ubiquity of crisis
4(3)
Crisis management: leadership perspectives
7(3)
Leadership in crisis: five critical tasks
10(8)
Sense making: grasping crises as they unfold
18(24)
What the hell is going on?
18(1)
Barriers to crisis recognition: organizational limitations
19(9)
Psychological dimensions of sense making: stress and performance
28(2)
Precarious reality-testing: constraints
30(5)
Conditions for reliable reality-testing
35(2)
Conclusion
37(5)
Decision making: critical choices and their implementation
42(27)
The myth of chief executive choice
42(1)
Leaders as crisis decision makers
43(2)
Leaders and their crisis teams: group dynamics
45(6)
How governmental crisis decisions ``happen''
51(5)
From decisions to responses: the importance of crisis coordination
56(7)
Putting crisis leadership in its place
63(6)
Meaning making: crisis management as political communication
69(22)
Crisis communication as politics
69(1)
Crisis communication in a mediated political world
70(8)
The battle for credibility
78(4)
Meaning-making strategies: symbolic crisis management
82(5)
Conclusion
87(4)
End games: crisis termination and accountability
91(24)
It ain't over till it's over
91(2)
The political challenge of crisis termination
93(6)
Crisis termination and the challenges of accountability
99(4)
Blame games and the politics of meaning making
103(8)
Accountability, blame games, and democracy
111(4)
Learning from crises and the politics of reform
115(22)
Never again!
115(2)
Learning from crisis
117(5)
Change without learning: crisis as opportunity for reform
122(8)
Implementing lessons of crisis: an impossible task?
130(2)
The perils of opportunity: from crisis-induced reforms to reform-induced crises
132(5)
How to deal with crisis: lessons for prudent leadership
137(21)
Introduction
137(1)
Grasping the nature of crises
138(2)
Improving crisis sense making
140(4)
Improving crisis decision making
144(4)
Improving crisis meaning making
148(2)
Improving crisis termination
150(2)
Improving crisis learning and reform craft
152(4)
Preparing for crises: concluding reflections
156(2)
References 158(18)
Index 176

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