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... Crises can be sudden, disrupt routines of systems, and make significant lasting impact on people's lives and property. Core values or vital systems of a community such as safety and security, welfare and health, integrity, and fairness can come under threat (Boin, McConnell, & 't Hart, 2010). A situation that one region may face today will likely affect another community, country, or continent tomorrow (Gainey, 2009;Rosenthal, Boin, & Comfort, 2001). ...
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Increasing levels of human-made crises in postsecondary institutions require that educational leaders constantly respond to and manage the impact of these crises. These leaders provide direction and take critical decisions. They are sometimes exposed to the traumas associated with crisis response, especially, when responding to suicides, murders, and school shootings. This paper employed a qualitative study to explore the mental health and self-care strategies utilized by postsecondary leaders during and after crises response. Semi-structured interviews were conducted with nine postsecondary leaders. Findings from the study revealed that postsecondary leaders were not always as skilled or attentive to taking care of themselves. Without proper self-care and mental health, postsecondary leaders could be susceptible to emotional triggers that could activate depression, fear, mental health concerns, and sadness. Establishing protocols for personalized self-care and mental health care could prepare educational crisis leaders to deal with the next crisis they will most likely face. RÉSUMÉ: L'augmentation des niveaux de crises d'origine humaine dans les établissements postsecondaires exige que les responsables de l'éducation réagissent et gèrent constamment l'impact de ces crises. Ces dirigeants fournissent une orientation et prennent des décisions critiques. Ils sont parfois exposés aux traumatismes associés à la réponse aux crises, en particulier, lorsqu'ils réagissent à des suicides, des meurtres et des fusillades dans les écoles. Cet article a utilisé une étude qualitative pour explorer les stratégies de santé mentale et d'auto soins utilisées par les dirigeants post-secondaires pendant et après la réponse à la crise. Des entrevues semi-structurées ont été menées avec neuf dirigeants post-secondaires. Les résultats de l'étude ont révélé que les dirigeants post-secondaires n'étaient pas toujours aussi compétents ou attentifs à prendre soin d'eux-mêmes. Sans soins personnels et santé mentale appropriés, les dirigeants post-secondaires pourraient être sensibles à des déclencheurs émotionnels susceptibles d'activer la dépression, la peur, les problèmes de santé mentale et la tristesse. En établissant de
... As seen above, a crisis could be anything that threatens an educational institution in terms of lives, reputation, structures, facilities, its everyday operations of knowledge generation and knowledge building. When a crisis occurs, core values or vital systems of a community come under threat such as safety and security, welfare and health, integrity and fairness (Boin, McConnell, & 't Hart, 2010). Regular daily operations are suspended, and the institution goes into crisis management mode. ...
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Crises can be sudden, disrupt routines of systems, and make significant lasting impact on people's lives and property. Unfortunately, higher education institutions are not immune to crises and how they respond is crucial and critical. This qualitative narrative inquiry study explored how leaders in a higher education institution responded to crises events. Firsthand accounts were gathered through the purposive snowball sampling technique in conjunction with face-to-face semi-structured interviews and field texts. Interviews were conducted with eleven education leaders and external partners. Findings suggest that several factors such as crisis training for leaders, internal and external collaborations and building a crisis management team were important factors that impacts an effective crises response. The findings, insights, and experiences from this study allow for a deeper understanding, help current and future higher educational leaders better understand crises situations and how they can prepare for future issues. Résumé : Les crises peuvent être soudaines, perturber les routines des systèmes et avoir un impact durable significatif sur la vie et les biens des gens. Malheureusement, les établissements d'enseignement supérieur ne sont pas à l'abri des crises. La façon dont les leaders de ces établissements réagissent est cruciale et critique. Cette étude d'enquête narrative de style qualitative a exploré comment les dirigeants d'un établissement d'enseignement supérieur réagissaient aux événements de crise. Des récits de première main ont été recueillis grâce à la technique d'échantillonnage en boule de neige en conjonction avec des entrevues semi-structurées en face à face et des notes de terrain. Des entrevues ont été menées auprès de onze responsables de l'éducation et de partenaires externes. Les résultats suggèrent que plusieurs facteurs tels que la formation en cas de crise pour les dirigeants, les collaborations internes et externes et la constitution d'une équipe de gestion de crise ont été des facteurs importants qui ont eu une incidence sur une réponse efficace aux crises. Les résultats, les idées et les expériences de cette étude permettent une
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The global downturn that followed the collapse of major US financial institutions is no doubt the most significant economic crisis of our times. Its effects on corporate and governmental balance sheets have been devastating. It destroyed the employment and compromised the wellbeing of tens of millions of people. At the time of writing, it continues to pose major challenges to public policymakers and economic actors around the world. In particular, our focus is on how public leaders described and explained the downturn to the public and sought to persuade it of the courses of action they proposed to tackle the crisis. Ours is, therefore, a study of crisis rhetoric, embedded in a broader perspective of the challenges of leadership and governance in times of crisis.
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Strategic issues and crises in foreign policy are usually managed by relatively small groups of elite policymakers and their closest advisors. Since the pioneering work of Irving Janis in the early 1970s, we have known that the interplay between the members of these groups can have a profound and, indeed, at times a pernicious influence on the content and quality of foreign policy decisions. Janis argued that “groupthink,” a term he used to describe a tendency for extreme concurrence-seeking in decision-making groups, was a major cause of a number of U.S. foreign policy fiascoes. And yet not all small groups suffer from groupthink; in fact many high-level bodies are handicapped by an inability to achieve consensus at all. Beyond Groupthink builds upon and extends Janis’s legacy. The contributors develop a richer understanding of group dynamics by drawing on alternate views of small-group dynamics. The relevant literature is reviewed and the different perspectives are explored in detailed case studies. The contributors link the group process to the broader organizational and political context of the policy process and stress the need to develop a multi-level understanding of the collegial policy-making process, combining the insights drawn from micro-level theories with those derived from study of broader political phenomena. The contributors include Alexander George, Sally Riggs Fuller, Paul D. Hoyt, Ramon J. Aldag, Max V. Metselaar, Bertjan Verbeek, J. Thomas Preston, Jean A. Garrison, and Yaacov Y. I. Vertzberger. This book should appeal to political scienctists and international relations specialists, as well as researchers in social psychology, public administration, and management interested in group decision-making processes. Paul ‘t Hart is Associate Professor, Department of Public Administration, Leiden University and Scientific Director of of the Leiden-Rotterdam Crisis Research Center. Eric Stern is Professor of Political Science at Stockholm University. Bengt Sundelius is Professor of Political Science at Stockholm University.
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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, while critics and bureaucratic competitors make use of social media to blame incumbent rulers and their policies. In this extreme environment, policymakers must somehow establish a sense of normality, and foster collective learning from the crisis experience. In the new edition of this uniquely comprehensive analysis, the authors examine how strategic leaders deal with the challenges they face, the political risks and opportunities they encounter, the pitfalls they must avoid, and the paths towards reform they may pursue. The book is grounded in decades of collaborative, cross-national and multidisciplinary case study research and has been updated to include new insights and examples from the last decade. This is an original and important contribution from experts in public policy and international security. © Arjen Boin, Paul 't Hart, Eric Stern, and Bengt Sundelius 2017. All rights reserved.