Transboundary Crises through the Eyes of Policymakers: Sense Making and Crisis Management

Hermann, Margaret G.; Dayton, B.

doi:10.1111/j.1468-5973.2009.00590.x

Cited by 30 publications

(28 citation statements)

References 14 publications

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“…Crisis sense-making requires leaders to answer questions concerning the threat and urgency of the situation and provides answers while uncertainty reigns (Hermann and Dayton 2009;Holsti 1972). Moreover, during transboundary crises, ownership of the problems and responsibility for solutions are more disputed than in national crises.…”

Section: Sense-making In the European Contextmentioning

confidence: 97%

“…The onset of a crisis often is accompanied by vague, incremental and ambiguous signals, which makes diagnosing it a confusing, contested and time-pressured task (Boin et al 2005;Boin et al 2012;'t Hart and Tindall 2009;Hermann and Dayton 2009;Stern 1999). At the same time, sensemaking is one of the core tasks of leadership in crisis management: in order to proceed to the decision-making stage, leaders first need to recognise a crisis.…”

Section: Sense-making In the European Contextmentioning

confidence: 98%

“…Leaders' personalities affect their leadership style, how they make sense of the world and thereby the decisions they take: they determine whether leaders are inclined to seek advice or information, change their minds, and even whether they are likely to use their powers (Dyson 2006;Hermann 1980;Hermann and Dayton 2009;Kaarbo 1997;Kaarbo and Hermann 1998;Schafer 2000;Thies 2004). Incorporating both contextual and personal factors may therefore help increase our understanding of how crises are managed.…”

Section: The Personality Of Sense-makingmentioning

confidence: 99%

See 2 more Smart Citations

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

Esch¹,

Swinkels²

2015

West European Politics

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Section: Sense-making In the European Contextmentioning

confidence: 97%

Section: Sense-making In the European Contextmentioning

confidence: 98%

Section: The Personality Of Sense-makingmentioning

confidence: 99%

See 1 more Smart Citation

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

Esch¹,

Swinkels²

2015

West European Politics

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“…Recently, this model received more attention (Comfort and Kapucu 2006;Kapucu 2009). Emergency management tends to cross-jurisdictional boundaries due to the broad geographic scope and range of activities (Hermann and Dayton 2009). Multiple regional local government agencies, including emergency management, law enforcement, transportation, public health, housing and welfare, and NGOs, are involved in the disaster response (Simo and Bies 2007).…”

Section: Models Of Disaster Responsementioning

confidence: 99%

Examining collaborative disaster response in China: network perspectives

Guo

Kapucu

2015

Nat Hazards

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Effective disaster response requires well-coordinated efforts among individuals and agencies. Although collaborative disaster response increases in popularity, little has been accomplished within the hierarchical, centralized command and control context of China. This study examined collaborative disaster response in China based on the case of extraordinary serious cryogenic freezing rain and snow disaster. In addition, public managers were surveyed to investigate network establishment, with preliminary analysis on whole network using centrality measures. Subsequently, the blockmodel was employed to discuss the whole network structure followed by analysis on structural holes and intermediaries. Lastly, issues such as obstacles to effective collaboration and propositions proposed for further research were discussed.

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“…Hermann and Dayton, 2009;Deverell, 2010) will be explicated and illustrated-using empirics from a major UK case: the London Bombings (7/7) of 2005.…”

Section: Introductionmentioning

confidence: 99%

Post mortem crisis analysis: dissecting the London bombings of July 2005

Stern

Deverell

Fors

et al. 2014

Journal of Organizational Effectiveness: People and Performance

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Post mortem crisis analysis: Dissecting the London bombings of July 2005. Journal of Organizational Effectiveness: People and Performance, 1(4): 402-422Access to the published version may require subscription. N.B. When citing this work, cite the original published paper. Permanent link to this version:http://urn.kb.se/resolve?urn=urn:nbn:se:fhs:diva-5007 ABSTRACT:Purpose: Taming the complexity of crisis and integrating diverse narratives and sources regarding crisis events is a serious challenge This paper presents a methodology for reconstructing, dissecting, and thematically comparing crisis experiences, using the 7/7 London Bombings of 2005 as an illustrative empirical application.Design/methodology/approach: A cognitive-institutional process-tracing methodology suitable compatible with structured focused comparison of crisis cases c.f. George and Bennett, 2005) is used. This cognitive-institutional process tracing and analysis strategy consists of four steps-contextualization, development of a synthetic chronological narrative, identification and reconstruction of decision occasions, and (comparative) thematic analysis. Findings:The paper demonstrates the feasibility of applying the methodology to real world cases in the UK and concludes with reflections about the need for contextualized, systematic post mortem crisis analysis taking into account problem and process complexity, differential crisis performances of individuals and organizations under adverse conditions, and the increasing importance of social media and personal communications devices for crisis research and practice. Research implications:This research strategy has been widely used to study public sector crisis management, though primarily in Sweden and a number of other smaller European countries. It can potentially be applied to good effect in larger countries such as the UK and the United States, as well as in the study of private and non-profit sector organizations. Practical implications:The methodology used in this article has the potential to improve the effectiveness of organizational learning and reform efforts in the wake of crisis experiences. Social implications:Insights associated with the application of this methodology can lead to improved post-crisis learning and fairer accountability processes, and thus contribute to enhancing societal resilience. Originality:The study not only presents an original methodology developed by one of the authors, but also provides a systematic, relatively comprehensive and theoretically informed analysis of the July 7 London Bombings based not only upon the documentary record, but also upon a substantial number of interviews.

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Transboundary Crises through the Eyes of Policymakers: Sense Making and Crisis Management

Cited by 30 publications

References 14 publications

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

Examining collaborative disaster response in China: network perspectives

Post mortem crisis analysis: dissecting the London bombings of July 2005

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