Recent major crises

Tianjin’s blast EBOLA

Refugee crisis Paris attacks Forest fires in SE Asia

Cyber attacks

http://www.oecd.org/gov/risk

Recent major crises

Tianjin’s blast EBOLA

Refugee crisis Paris attacks Forest fires in SE Asia

Cyber attacks

Crisis management: Preparing for the

unthinkable

CLASSIC APPROACH Scenario-based planning

NOVEL CRISIS Facing the unexpected

Standard Operating Procedures Agile partnership / network

Early-warning Sense-making

Crisis Communication Meaning-making

NOVELTY COMPLEXITY UNCERTAINTY

TENSION POLITISATION VALUES

A key role for strategic leadership Partnership with the private sector International cooperation

• Progress in science, technology, information systems – Monitoring, detecting, forecasting hazards and threats

– Warning thresholds # false alarms

• What about unforeseen/complex events ?

– Unbundling complexity

– Mobilising multi-disciplinary expertise

– Trusted knowledge management systems

– Rapid reflexion force

Early-warning and sense-making

Fukushima Deepwater Horizon Ash cloud

Managing multi-stakeholders response networks

Different logics and values

Building a response network Coordination and leadership Up-scaling mechanisms Ensuring inter-operability

Crisis communication, meaning-making

and social media

Responding to high citizens 'expectations Multiple channels of communication Leadership as the ultimate authoritative voice Trust in government

Exercising and training leaders is

fundamental – local, national, international

2014 the Hague Nuclear Security Summit

So what is the recipe ? Fundamentals for crisis management leadership

OECD Recommendation on the governance of critical risks

Leaders need a plan

Leaders need vision and foresight

Leaders need to be transparent

Leaders need to be responsive

Leaders need to be accountable