Learning Under Uncertainty: Networks in Crisis Management

Abstract

This paper examines the nature of learning in networks dealing with conditions of high uncertainty. I apply Koppenjan and Klijn's (2004) framework for understanding network uncertainty to an extreme example: an inter-organizational crisis taskforce dealing with an exotic animal disease. The paper identifies the basic difficulties involved in learning under crisis conditions. The taskforce had to learn most of the elements taken for granted in more mature structural forms -the nature of the structural framework in which it was working, how to adapt that framework, the role and actions appropriate for each individual, and how to deal with unanticipated problems. The network pursued this learning in a variety of ways. Most critically, the taskforce used standard operating procedures to provide a form of network memory, and a command and control structure to reduce institutional and strategic uncertainty.2

Learning during crisis as a ‘war for meaning’: The case of the German Escherichia coli outbreak in 2011

“…Although our research setting is unusual to some extent, we suggest that our findings from the case of a foodborne disease outbreak contribute to the literature, as we can generalize them to other settings where learning in uncertain situations is commonplace. Examples similar to our case include, inter alia, public agencies responding to other forms of disease outbreaks (Moynihan, 2008), political crisis situations (e.g. Allison and Zelikow, 1999) or natural disasters in general (Auf der Heide, 1989).…”

“…The causes can stem from virtually every area of life, for instance, environmental disasters attention from management and policy scholars. For example, a recent special issue by Lampel et al (2009) explored learning from and through rare events, and an article by Moynihan (2008) examined intra-crisis learning following an animal disease outbreak. In line with the objectives of our study, most of the research focuses on the importance of the respective events for influencing trajectories of change, for example, elucidating how disasters serve sensemaking and restructuring (Christianson et al, 2009) and how organizations cope with strategic surprises (Bechky and Okhuysen, 2011), or corruption scandals as triggers of change (Misangyi et al, 2008).…”

Child passenger safety laws in the United States, 1978–2010: Policy diffusion in the absence of strong federal intervention

“…Even if scientific evidence support the effectiveness of a policy, state legislators’ attention to the issue may not occur at a significant level or materialize into legislation until such laws have shown to be successful or at least come into existence in another state (Moynihan, 2008; Volden, 2006). Given that very few states adopted some of these laws (rear seating mandates, for instance), they presented very few models for emulation.…”

Structure and Network Performance

“…Networks have become one of the most utilized tools in response to the complex events of disasters requiring the engagement of multiple stakeholders for effective results (Kapucu, 2006a;Kapucu, Garayev, & Wang, 2013;Moynihan, 2008;Waugh & Streib, 2006). Traditional methods of public management characterized by hierarchical structures, rigid boundaries, and red-tape have proven less effective when dealing with these extreme events (Bier, 2006;Kapucu, Arslan, & Demiroz, 2010;Kettl, 1997).…”