Lull after the storm? Municipal leaders reflect on multiple crisis experience

Abstract

PurposeThis paper aims to develop a theoretical understanding of how multiple crisis experience affects preparedness issues, and how the learning potential of municipal crisis experience can be developed. The focus is on municipal decision‐makers.Design/methodology/approachTwo group interviews were conducted with a total of 13 municipal Chief Officers and Politicians. Data were analysed by a grounded theory approach.FindingsA theoretical model is presented, which includes both managers' views on their experiences related to preparedness and how development/revision of crisis can be explained. Experiences are not entirely positive or negative. Managers have developed a good preparedness in some aspects but they are also conscious about shortcomings in their preparedness. The model includes: level one, primary assessments, including strengths and limitations; and level two, reflection, where difficult choices and dilemmas faced are recalled, and future concerns are expressed.Research limitations/implicationsThe sample is small and range of experience is limited, since both municipalities studied have been fairly successful in their crisis management.Practical implicationsThe findings can be used to develop evaluation and application of crisis experience by individuals and in the crisis management system, and to develop exercises.Originality/valueThe empirical data resulting from this study show the complexity in crisis experience, the need for better evaluation and the value of group reflection in evaluation.

Why Worry? Motivation for Crisis Preparedness Work among Municipal Leaders in Sweden

“…Individuals report enhanced interest and understanding of their own role and competences, activities such as exercises become more meaningful, and it is easier to obtain resources and support within the organization. A previous study of municipal leaders reflecting on their own experiences of several crises demonstrated increased knowledge and confidence, but also an enhanced awareness of complexity and increased concern about possible future events (Hede, ). It is also conceivable for crisis experiences to affect motivation negatively, for example, after failures of crisis management or strong criticism.…”

Frames of Public Reactions in Crisis

“…This may provide one explanation why myths and misconceptions tend to be long lived. However, more recent work focusing on experiences of municipal officials after dealing with critical events does also indicate more nuanced reflections about citizens among this group (Hobbins & Enander, in press), but also considerable concern about how to understand and assess the needs of the public (Hede, ). A study by Olofsson () further indicates that preparedness of local authorities to meet the needs of citizens shows a lack of consideration for minority groups such as people with foreign backgrounds.…”

“…Research on the portrayal of human behaviour in the media has hitherto primarily focused on socially deviant reactions such as panic and looting in relation to major natural disasters.As media frames are culturally embedded, they have been shown to change very little or only gradually over time (Van Gorp, 2007).This may provide one explanation why myths and misconceptions tend to be long lived. However, more recent work focusing on experiences of municipal officials after dealing with critical events does also indicate more nuanced reflections about citizens among this group (Hobbins & Enander, in press), but also considerable concern about how to understand and assess the needs of the public (Hede, 2011). A study by Olofsson (2007) further indicates that preparedness of local authorities to meet the needs of citizens shows a lack of consideration for minority groups such as people with foreign backgrounds.…”

Towards transformational emergency systems leadership: A holonic perspective

“…The literature stresses the importance of leadership in inspiring and fostering mutual respect, open interprofessional communication, collaborative decision-making, all of which motivate a commitment to high quality systems of care. [27][28][29][30][31] Urby and McEntire (2015) [32] have underscored that transformational leaders are change agents that form the backbone of high-performing and effective systems that result in positive outcomes, such as lower mortality and morbidity rates, greater community resilience, higher quality of care. [33][34][35][36][37][38] 1.2 Holonic paradigms in emergency management systems This study proposes a holonic perspective of emergency leadership in the context of complex adaptive emergency management systems.…”