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Hurricane Katrina continues to capture attention and influence scholarship including official reports that focus more on event chronologies than on conceptual patterns. Our paper explores conceptual patterns crisis management behaviour, drawing upon Lalonde's (2004) archetypes of crisis managers as collectivists, integrators, and reactives. We add a paralytics archetype for our analysis. Key findings include an imbalance between counterproductive and constructive archetypes. Reactive and paralytic crisis manager behaviours were over-represented, significantly contributing to conflict, communication failures, and the systemic failure of governments. Collectivist and integrator archetypes were badly under-represented, limiting intergovernmental relations, cooperation, and communication embedded in these behaviour types. Crisis management performance with future crises would benefit from a systematic assessment of crisis management styles and behaviours.

This research reviews how mentoring has manifested in public service and how it can evolve to be better positioned to address key diversity, equity, and inclusion objectives. This work inventories the current understanding of public sector mentoring, highlighting the contrast between the classical mentoring approach of functionalism with the emerging humanist approach. Barriers to implementing meaningful humanist mentoring are reviewed, and e-mentoring is presented as a modality well situated to overcome these obstacles. The humanist e-mentoring model provides a process and modality to advance social equity by removing existing barriers to opportunities. Finally, best practices and outcomes for successfully implementing e-mentoring humanist and relationships in public service are presented and an updated model of critical outcomes is advanced. A brief agenda for future scholarship on this topic is presented.

Equity issues persist in defining public sector women as in need of accommodation, including during times of child-rearing or caregiving. The authors argue instead that viewing the fullness of a woman's existence should empower others to see broad life experiences as a benefit to be fostered. Public service organizations and the academy should build policies and systems that recognize this value and work to cultivate, rather than accommodate. While women have historically taken the turtle approach-that is, keep your head down-the #MeToo movement has morphed women into strong bison, standing shoulder to shoulder. The authors advocate for more inclusive and supportive mentoring relationships to move into a new era-the pigeon era. In public administration, this manifests as providing holistic support and intentional mentorships throughout the arc of women's careers and institutional policy changes that support the unique value of women in the public sector and the academy. Evidence for Practice • Public sector organizations should institute policy changes that recognize the broad life experiences of women as something to celebrate, not something to accommodate. • Leadership appointments based on the multidimensionality of skills will better position the public sector to respond to the full spectrum of public needs. • Instituting intentional humanistic mentorship opportunities across career trajectories will serve to shift dysfunctional paradigms instead of reinforcing them.