Strategies Leadership And Complexity In Crisis And Emergency Operations

Strategies, Leadership and Complexity in Crisis and Emergency Operations will bring together the main themes of strategy, operational leadership, organizational dynamics and complexity in the context of crisis and emergency operations; creating a book that is timely and relevant for research and leadership in emergency services, the police, military and other organizations involved in operations in highly dynamic and critical contexts. Based on two recent Scandinavian cases, Strategies, Leadership and Complexity in Crisis and Emergency Operations identifies theoretically generalizable dimensions in the discussion of emerging strategies and leadership in complex, uncertain and dynamic situations during crisis and emergency operations. The book will offer original material and discussions from these cases on how strategies, leadership and organizational dynamics evolve during crisis and emergency operations - and further link these to existing international cases and research In light of theories and fields of knowledge emphasising complex organizational dynamics, discussions are coupled with examples from different organizations and countries. The knowledge fields draw on a wide range of new organizational complexity research, and insights from more established work. The intention is to integrate established and recent organizational research in order to understand dynamic practices of organizations during crisis and emergency operations.

This book sheds light on the management challenges of crisis and emergency response in an arctic environment. It explores how the complexity of the operational environment impacts on the risk of operations and addresses a need for tailor-made emergency response mechanisms. Through case studies of the arctic environment, the book illustrates how factors such as nature, geography, demographics and infrastructure increase the complexity of crises in the Arctic and present a significant danger to life and health, the environment and values in challenging Arctic waters. The case studies lay a special focus on contextual factors including conflicting interests and different stakeholder groups, as well as the institutional platforms influencing crisis response and emergency management. They also explore the implications for the managerial roles, the mode of operations, and the structuring of the organizations responsible for the emergency response. The necessity to facilitate cooperation across organizations and borders and a need for organizational flexibility in large scale operations are also emphasized. Written in an accessible style, this book will make for a useful resource for undergraduate and postgraduate students of disaster and emergency management, as well as for professionals involved in emergency services.

This concise handbook presents a framework to help leaders across sectors understand what their role should be in an extreme crisis and supplements this understanding with practical advice. Leadership is often presented as a kind of mastery—but no single person can master an extreme crisis event such as the COVID-19 pandemic. Leaders need a workable resource based on research and experience that can be accessed quickly and referenced easily to effectively handle crises and mitigate repercussions: This handbook is that resource. It begins with diagnostic tools to identify crisis types and leadership roles, then presents an easy-to-use matrix framework that allows readers to focus on the specific example-based section that best fits their role and the kind of crisis they face. This handbook is accessible to leaders at all levels, from shift supervisors and emergency responders to CEOs and government executives. It will be an essential ready reference for any leader who might expect to encounter an extreme crisis, as well as for those who would not have foreseen themselves in such a situation.

From floods to fires, tornadoes to terrorist attacks, governments must respond to a variety of crises and meet reasonable standards of performance. What accounts for governments’ effective responses to unfolding disasters? How should they organize and plan for significant emergencies? With fifteen adapted Kennedy School cases, students experience first-hand a series of large-scale emergencies and come away with a clear sense of the different types of disaster situations governments confront, with each type requiring different planning, resourcing, skill-building, leadership, and execution. Grappling with the details of flawed responses to the LA Riots or Hurricane Katrina, or with the success of the Incident Management System during the Pentagon fire on 9/11, students start to see the ways in which responders can improve capabilities and more adeptly navigate between technical or operational needs and political considerations.

Managing Emergencies and Crisis provides future public administrators and policymakers with a comprehensive understanding of the institutional, socio-cultural, and political dimensions of natural and human-made disasters, as well as providing them with the tools needed for confronting the challenges of preparedness and response.--[book cover]

Public Crisis Management is an inter-organizational primer. In detail, itdescribes the strengths and limitations of organizations that work together to resolve some of mankind's worst shared dilemmas. Wildland firefighting, emergency and disaster management, and public safety networks are studied to uncover what each network form does well and not so well. Those networks are also used to provide a general management framework that other crisis management networks will find useful. The book's five principles identify "ingredients" necessary to form and maintain relationships of multiple organizations in pursuit of public health, safety, and security. Public Crisis Management is useful for both the academic and practitioner communities as so many key business, government, and international decisions rest on the cooperation and coordination of more than one organization to resolve modern problems.

CRISIS-READY LEADERSHIP Provides an integrated framework for making decisions in the context of a crisis, based on operationalized practices and strategies Crisis-ready Leadership: Building Resilient Organizations and Communities provides the knowledge and skills necessary to make timely and effective decisions while managing a large-scale incident. Codifying the best practices from the successful FEMA-certified course On-Scene Crisis Leadership and Decision Making for HazMat Incidents, this comprehensive volume provides systematic guidance on best practices for improving situational awareness, adapting leadership styles, implementing incident command systems across political and organizational boundaries, and more. Throughout the book, readers gain an in-depth understanding of crucial leadership and decision-making skills through examination of real-world case studies based on interviews, reports, and testimonies of experienced crisis leaders within government and the private sector. Organized around five key topics, each detailed chapter helps crisis leaders fully comprehend a particular problem, its associated challenges, and the lessons learned. Presenting operationally relevant issues and solutions supported by sound theory, this invaluable resource: Presents leading models, theories, and frameworks for situational awareness and decision making, including FEMA Community Lifelines Highlights complex challenges in different operating contexts and complicating factors such as stress and diversity, equity, and inclusion of stakeholders Emphasizes engaging the whole community to enhance preparedness and facilitate the decision-making process to chart a clear path to recovery Contains practical exercises designed to strengthen crisis leadership and decision-making skills Includes numerous case studies and example strategies, objectives, and scenarios Crisis-ready Leadership: Building Resilient Organizations and Communities is required reading for all those with leadership and decision-making responsibilities before, during, and after crisis events, including emergency managers, police and fire department leaders, C-suite executives, government agency and military leaders, public health directors, and industrial facility health, safety, security, and environmental directors.

Organizations increasingly use temporary designs. Many temporary organizations are assembled by "mixing and matching" building blocks from static, bureaucratic, parent organizations into a temporary configuration. At the same time, such "mixed and matched" temporary organizations often operate under difficult and dangerous circumstances. During operations, these temporary organizations can experience numerous internal problems: ranging from friendly fire in a military context to budget and time issues in construction projects and problematic coordination in a crisis management context. This book develops insight into the relationship between a "mixing and matching" temporary design strategy and operational problems. To so do, military and crisis management contexts are systematically studied from a sociotechnical design perspective that emphasizes self-organization to develop organizational controllability. Operating Under High-Risk Conditions in Temporary Organizations demonstrates that a "mixing and matching" design strategy can be related to system failure. Furthermore, it is shown that a process of self-design emerged in which operators attempted to create ad-hoc networks for meaningful, safe and controllable operations. The analyses result in a model that shows mechanisms between characteristics of organizational design and controllability of operations. Not only does this model have relevance to the military and crisis management contexts, relevance is also demonstrated for a broader family of temporary organizations and application of sociotechnical network design theory.