Advancing community resilience research and practice: moving from “me” to “we” to “3D”

Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19

“…Leader communications can adopt 'non-persuasive' language focusing on providing 'decision-relevant' information and messaging that is clear, concise, and comprehensible (Fischhoff 2013;Michie et al 2020;Wardman and L€ ofstedt 2009). This type of messaging would ordinarily be focused at the individual, or 'Me' level, with an emphasis on trying to facilitate self-efficacy, coping, and survival by helping people identify who is at risk, how they might themselves minimise such risk in advance, and what specific things to do to minimise risk or following exposure (Finucane et al 2020). In the case of coronavirus, this might include providing behavioural guidance such as to engage in self-isolation and social distancing, the appropriate use of facemasks, to engage in hand hygiene practices, when and how to follow lockdown rules, as well as with regards what to include in emergency kits and whether there is a need or not to gather certain personal provisions when preparing for different eventualities of an outbreak (Michie et al 2020).…”

“…As the risks, damages and emergency response activities associated with infectious disease outbreaks tend to be distributed across multiple locations, agencies, and networks, pandemic leadership involves the national orchestration of partnering arrangements requiring lateral understanding, co-ordination, and power sharing to help mobilise joined-up responses and direct and resources where they are needed (Boin and Hart 2003;Ruben and Gigliotti 2016). At this communityor 'We'level, risk and crisis management efforts thus recognise that disasters and catastrophes, along with individual resilience to such events, are shaped by social processes, and so using decentralised mechanisms can be helpful in identifying and addressing local community vulnerabilities as well as building social capital to help facilitate collective responses (Finucane et al 2020). Decentralisation does not mean abdicating responsibility, but rather requires communication and co-ordination with local representatives working together with key stakeholder groups and local community leaders, to listen to concerns, learn from experiences and take different viewpoints into consideration (Krieger 2016).…”

“…This helps to enable mutual understanding, connectedness and shared sense-making as a crisis situation unfolds and takes a new track. Partnering arrangements also benefit from engaging with communities early on during the planning stage to offer support and guidance where it might be needed, such as with the development of community disaster response plans and guidance, thereby helping to strengthen connections and integrate central authorities with community networks both in preparedness and to help deliver those plans when and if required (Finucane et al 2020).…”

“…In practical terms, this requires making 'research' and 'outreach' core functions of risk and crisis management so as to gain wide-reaching and timely information and feedback about current problems and the impacts of interventions. Following an 'adaptive systems' view, risk and crisis management must therefore take a broad view which accounts for individual understandings and behaviour, as well as the wider socioecological conditions and community contexts that shape local realities, practical constraints, and the interdependencies between them, such that material possibilities for action are factored into plans and support for collective resilience and (Finucane et al (2020). The adaptiveness of leadership can, however, be undermined by what might be termed the 'myth of perfection', which can sometimes stand as a barrier to decisive action, as summed up by Dr Mike Ryan (2020) of the WHO:…”

Family Resilience Following the Deepwater Horizon Oil Spill: Theory and Evidence

“…Drawn from work by the Consortium for Resilient Gulf Communities (Finucane et al 2019) and Abramson et al's (2015) Resilience Activation Framework (RAF), Figure 1 provides a framework for thinking about resilience as adaptive capacity. The first takeaway from this figure is that resilience is multisystem, multilevel, process-oriented, and dynamic.…”