The Politics of Crisis Management: Public Leadership Under PressureCambridge University Press, 26 déc. 2005 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. |
Table des matières
| 1 | |
grasping crises as they unfold | 18 |
critical choices and their implementation | 42 |
crisis management as political communication | 69 |
crisis termination and accountability | 91 |
6 Learning from crises and the politics of reform | 115 |
lessons for prudent leadership | 137 |
References | 158 |
| 176 | |
Expressions et termes fréquents
accountability process action actors aftermath agencies Andrew Gilligan assessment authorities become behavior blame games Boin bureaucratic capacity causes Center challenges Chapter citizens commanders complex conflict contingencies coping create credibility crises crisis communication crisis coordination crisis decision crisis leaders crisis leadership crisis management crisis response operations crisis teams crisis termination crisis-induced critical crucial deal disaster dynamics Edelman effective crisis efforts emerge escalation example failure groupthink happen Hart implementation institutional interaction investigation involved Iranian hostage crisis Iraq issues Janis journalists learning Leiden University lessons major mass media officials opportunity organizational organizational learning performance perspective policy makers political post-crisis potential pressure problems public leaders Quarantelli reform requires risk role Rosenthal routine Selznick sense situation society spin doctors stakeholders strategy stress structure Swedish tasks tend Thiokol threat tions types of crisis uncertainty Uppsala University vulnerabilities Weick World Trade Center