The Politics Of Crisis Management Public Leadership Under Pressure

A newly updated edition of a concise and evidence-based approach to strategic crisis leadership.

Crisis management has become a defining feature of contemporary governance. 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 research, and offers an invaluable multidisciplinary perspective. This is an original and important contribution by experts in public policy and international security.

This book explores the role of elected leaders in disaster management. Filling a significant gap in disaster literature, the authors take a pragmatic approach to the relationships between the public under threat, the operational response, and the interests and actions of elected officials. Key tactics are explored, from the ways operational managers strategically deal with unreasonable political demands to what disaster officials argue is the responsibility of elected officials at all levels of government – that is, to ensure vital life-saving information reaches the people who need it most. The book draws on case studies such as the mismanagement of public perceptions by President George W. Bush during Hurricane Katrina in the United States and the widely acclaimed, heartfelt messages delivered by Queensland Premier Anna Bligh during the 2010–11 South-East Queensland floods in Australia. Drawing on a series of interviews with senior disaster managers in ten countries, this book is highly relevant for students, scholars and practitioners interested in disaster communication.

The constant threat of crises such as disasters, riots and terrorist attacks poses a frightening challenge to Western societies and governments. While the causes and dynamics of these events have been widely studied, we know little about what happens following their containment and the restoration of stability. This volume explores 'post-crisis politics,' examining how crises give birth to longer term dynamic processes of accountability and learning which are characterised by official investigations, blame games, political manoeuvring, media scrutiny and crisis exploitation. Drawing from a wide range of contemporary crises, including Hurricane Katrina, 9/11, the Madrid train bombings, the Walkerton water contamination, Space Shuttles Challenger and Columbia and the Boxing Day Asian tsunami, this is a ground-breaking volume which addresses the longer term impact of crisis-induced politics. Competing pressures for stability and change mean that policies, institutions and leaders may occasionally be uprooted, but often survive largely intact.

A serious but readable study that should be widely read by all concerned with leadership issues. Long Range Planning This book is the most up-to-date available investigation of the understanding of tyranny and terror that psychologists, psychoanalysts and experts on group and institutional behaviour can provide. Manfred Kets de Vries has produced a masterpiece. He draws on a wealth of published research in the field and relates it in an academically excellent, yet eminently readable, way to the premier problem of the beginning of the 21st century. I strongly recommend it. Anton Obholzer, formerly Tavistock Centre London, Psychoanalyst and Organizational Consultant From constructive narcissism to reactive narcissism, we are but one step away from megalomania and terror. Professor Kets de Vries traces the origin of leadership by terror to early childhood in this case study of Shaka Zulu. A gruesome story warns us that terror may be inherent in the human condition. Abraham Zaleznik, Harvard Business School, US Kets de Vries has written another terrific book on leadership. However, this work will prove both timely and insightful to students of leadership and political psychology. Through the tale of Shaka Zulu, Kets de Vries introduces us to our very own despotic tendencies and thus familiarizes the reader with the human side, however horribly oppressive and destructive, of leadership by terror. Here is a genuine contribution to the field of leadership studies. Michael A. Diamond, University of Missouri Columbia, US What makes despotic leaders tick? How do they become despots? On a lesser (but far more common) scale: why are some people ruthlessly abrasive in the workplace? Why do some business leaders appear to lose their sense of humanity? How and why do they create a culture of fear, uncertainty and doubt in their companies? Lessons on Leadership by Terror attempts to discover what happens to people when they acquire power, and whether the abuse of power is inevitable. Manfred Kets de Vries examines the life of the nineteenth-century Zulu king Shaka Zulu in order to help us understand the psychology of power and terror. During his short reign, Shaka Zulu established one of the most successful regimes based on terror that has ever existed, from which the traits of despotic leaders are illustrated. Shaka s life history is a study in the psychology of terror, and he can be a proxy for the behavior of any despot, be it from antiquity or modern times. From his leadership behavior fifteen cautionary lessons are derived, offering valuable principles for contemporary leaders. The book also explores the characteristics of totalitarian states, and discusses what can be done to prevent despotic leaders from coming to the fore. Clear parallels are drawn between Shaka s behavior and that of other, more contemporary, leaders including Hitler, Stalin, Pol Pot and Saddam Hussein. This fascinating and highly original book will be of enormous interest to a broad audience from students and academics focusing on leadership, political science, and political psychology, to practitioners such as managers, executives, consultants, and leadership coaches.

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.

Public organizations are increasingly expected to cope with crisis under the same resource constraints and mandates that make up their normal routines, reinforced only through collaboration. Collaborative Crisis Management introduces readers to how collaboration shapes societies’ capacity to plan for, respond to, and recover from extreme and unscheduled events. Placing emphasis on five conceptual dimensions, this book teaches students how this panacea works out on the ground and in the boardrooms, and how insights on collaborative practices can shed light on the outcomes of complex inter-organizational challenges across cases derived from different problem areas, administrative cultures, and national systems. Written in a concise, accessible style by experienced teachers and scholars, it places modes of collaboration under an analytical microscope by assessing not only the collaborative tools available to actors but also how they are used, to what effect, and with which adaptive capacity. Ten empirical chapters span different international cases and contexts discussing: Natural and "man-made" hazards: earthquakes, hurricanes, wildfires, terrorism, migration flows, and violent protests Different examples of collaborative institutions, such as regional economic communities in Africa, and multi-level arrangements in Canada, the Netherlands, Turkey, and Switzerland Application of a multimethod approach, including single case studies, comparative case studies, process-tracing, and "large-n" designs. Collaborative Crisis Management is essential reading for those involved in researching and teaching crisis management.