El. knyga: Politics of Crisis Management: Public Leadership Under Pressure

List of figures and table		vii
Acknowledgments		ix
1 Crisis management in political systems: five leadership challenges		1	(17)
1.1 Crisis management and public leadership		1	(1)
1.2 The nature of crisis		2	(2)
1.3 The ubiquity of crisis		4	(3)
1.4 Crisis management: leadership perspectives		7	(3)
1.5 Leadership in crisis: five critical tasks		10	(8)
2 Sense making: grasping crises as they unfold		18	(24)
2.1 What the hell is going on?		18	(1)
2.2 Barriers to crisis recognition: organizational limitations		19	(9)
2.3 Psychological dimensions of sense making: stress and performance		28	(2)
2.4 Precarious reality-testing: constraints		30	(5)
2.5 Conditions for reliable reality-testing		35	(2)
2.6 Conclusion		37	(5)
3 Decision making: critical choices and their implementation		42	(27)
3.1 The myth of chief executive choice		42	(1)
3.2 Leaders as crisis decision makers		43	(2)
3.3 Leaders and their crisis teams: group dynamics		45	(6)
3.4 How governmental crisis decisions "happen"		51	(5)
3.5 From decisions to responses: the importance of crisis coordination		56	(7)
3.6 Putting crisis leadership in its place		63	(6)
4 Meaning making: crisis management as political communication		69	(22)
4.1 Crisis communication as politics		69	(1)
4.2 Crisis communication in a mediated political world		70	(8)
4.3 The battle for credibility		78	(4)
4.4 Meaning-making strategies: symbolic crisis management		82	(5)
4.5 Conclusion		87	(4)
5 End games: crisis termination and accountability		91	(24)
5.1 It ain't over till it's over		91	(2)
5.2 The political challenge of crisis termination		93	(6)
5.3 Crisis termination and the challenges of accountability		99	(4)
5.4 Blame games and the politics of meaning making		103	(8)
5.5 Accountability, blame games, and democracy		111	(4)
6 Learning from crises and the politics of reform		115	(22)
6.1 Never again!		115	(2)
6.2 Learning from crisis		117	(5)
6.3 Change without learning: crisis as opportunity for reform		122	(8)
6.4 Implementing lessons of crisis: an impossible task?		130	(2)
6.5 The perils of opportunity: from crisis-induced reforms to reform-induced crises		132	(5)
7 How to deal with crisis: lessons for prudent leadership		137	(21)
7.1 Introduction		137	(1)
7.2 Grasping the nature of crises		138	(2)
7.3 Improving crisis sense making		140	(4)
7.4 Improving crisis decision making		144	(4)
7.5 Improving crisis meaning making		148	(2)
7.6 Improving crisis termination		150	(2)
7.7 Improving crisis learning and reform craft		152	(4)
7.8 Preparing for crises: concluding reflections		156	(2)
References		158	(18)
Index		176

Dr. Arjen Boin is an Assistant Professor at Leiden University, Department of Public Administration. He is the author of Crafting Public Institutions (2001) and co-editor, with Rosenthal and Comfort, of Managing Crises: Threats, Dilemmas, Opportunities (2001). Professor Paul 't Hart is Professor of Public Administration at the Utrecht School of Governance, Utrecht University. His publications include Groupthink in Government (1997), Understanding Policy Fiascoes (1996), Beyond Groupthink (1997) and Success and Failure in Public Governance (2001). Dr Eric Stern is the Director of CRISMART, acting Professor of Government at the Swedish National Defence College as well as Associate Professor of Government at Uppsala University. He is the author of Crisis Decisionmaking: A Cognitive Institutional Approach (1999). Professor Bengt Sundelius is the Founding Director of CRISMART and Professor of Government at Uppsala University. He is Chief Scientist of the Swedish Emergency Management Agency and responsible for promoting research in the area of homeland security.