Date post: | 22-Jan-2018 |
Category: |
Government & Nonprofit |
Upload: | oecd-governance |
View: | 748 times |
Download: | 0 times |
Recent major crises
Tianjin’s blast EBOLA
Refugee crisis Paris attacks Forest fires in SE Asia
Cyber attacks
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