This report highlights the changing landscape of risk and crisis communications and in particular how social media can be a beneficial tool, but also create challenges for crisis managers. It explores different practices of risk and crisis communications experts related to the use of social media and proposes a framework for monitoring the development of practices among countries in the use of social media for risk and crisis communications. The three step process spans passive to dynamic use of social media, and provides governments a self-assessment tool to monitor and track progress in the uptake of effective use of social media by emergency services or crisis managers.

No abstract

In policymaking, we hear the word "system" all the time. The economic system. The education system. The financial system. The political system. The social system… However, we rarely hear the word system attached to the word "approach". But unless we adopt a systems approach, unless we employ systems thinking, we will fail to understand the world we are living in. Our world is made up of complex systems, systems of systems interacting with each other, and changing each other by that interaction and the links between them. The global economy now has a greater number of links than ever before. The global nature of supply chains; new ways of exchanging goods, services and ideas; increasing migration; and ever-greater digitalisation, all increase our global connectedness. Such interconnectedness, in turn, gives rise to complexity, and this can be good or bad. However, within mainstream economics, the understanding of why and when interconnectedness may increase stability or instability has remained fragmented. Complexity science helps us to understand the main features of the most important systems we have to deal with. Features such as emergence, when the overall effect of individuals' actions is qualitatively different from what each of the individuals is doing. Radical uncertainty is another important aspect. It describes surprises-outcomes or events that are unanticipated, that cannot be put into a probability distribution because they are outside our list of things that might occur. But despite radical uncertainty and the unanticipated, the future is born by anticipation. We take decisions and perform actions to influence the future, as individuals, societies or governments. And the imagined, probable, or expected outcomes influence our decisions and actions in the present. Even things that may never happen, or will only happen decades from now, can have an impact on what we do today. That is why we plan our day, buy insurance, and pay into pension funds. That is why we try to forecast everything from GDP to the weather to the results of elections or football matches. Of course, not all our decisions about the future are in tune with what economic rationality would like us to do. We promote evidence-based decision-making, but of course there is no evidence about the future. Moreover, experience shows that simply extrapolating from the past can be ridiculous, dangerous or at best misguided. A complexity approach helps us to avoid these errors. We are dealing with a world characterised by nonlinearities, tipping points, and asymmetrical relations where a small cause can have a big effect. In a systems approach, global issues need global solutions. Environmental problems do not respect borders. You need to import some goods and services to be able to export others. The digital revolution is making it hard to define what the "domestic" in "gross domestic product" is. Growing inequalities are creating discontent. If we are to tackle these issues, governments must change the ways in which they design and implement poli...

No abstract

No abstract