Politics, crisis management, contemporary management, governance, organizations, impacts of crises, policymakers, public leadership, public collaboration, private collaboration, health management, preventive measures, transformational change, policy decisions, political activity, public regulations, government's decision, IPE International Political Economy
Crisis management has certainly become a critical feature of contemporary management and governance. During periods of crisis, members of organizations and communities expect leaders to work out strategies that minimize the impacts of crises at hand, while bureaucratic competitors and critics try to capture the moment and blame it on incumbent leaders and their regulations. In the extreme environment of crises, leaders and policymakers must, in one way or another, establish a sense of normal operations, and encourage collective learning from the experience gained from the crises. Public leadership, not only from a political sense but also health-related, gets presented as a critical element when it gets to the improvement of crisis management. Leaders should get institutionally prepared for possible changes and open to private and public collaboration to steer communities through crises and improve health management.
[...] The difficulties meant that Canada's bio-politics got manifested through the fuzziness of data and information, and in the absence of accurate information, the public was expected to accept the initiatives of the government (Trachsler & Jong, 2020). In addition to practically being the only source of data and information concerning any crisis, the Russian government made every effort to secure its monopoly on the dissemination and production of data. Ideally, any individual who attempted to disseminate or collect Corona Virus figures without a "license to inform" could face possible criminal charges for "being an agent of provocateur" (Trachsler & Jong, 2020). [...]
[...] Smart city and crisis management: Lessons for the COVID-19 pandemic. International Journal of Environmental Research and Public Health, 18(15) Hidayat, D. A. S. R. U. N., Anisti, P., & Wibawa, D. (2020). Crisis management and communication experience in education during the covid - 19 pandemic in indonesia. [...]
[...] Globalization and Health. https://globalizationandhealth.biomedcentral.com/articles/10.1186/s12992-021-00759-4. Trachsler, T., & Jong, W. (2020). Crisis management in times of COVID‐19: game, set, or match? Journal of contingencies and crisis management, 485-486. Wodak, R. (2021). Crisis communication and crisis management during COVID-19. [...]
[...] Politics and Crisis Management Introduction Crisis management has certainly become a critical feature of contemporary management and governance. During periods of crisis, members of organizations and communities expect leaders to work out strategies that minimize the impacts of crises at hand, while bureaucratic competitors and critics try to capture the moment and blame it on incumbent leaders and their regulations. In the extreme environment of crises, leaders and policymakers must, in one way or another, establish a sense of normal operations, and encourage collective learning from the experience gained from the crises. [...]
[...] Was an alert necessary? Nonetheless, predictive methods should get recognized as forms of technical rationality within the broader context of management or governance. Challenges of Crisis Management The concept of crisis management concerning a government's decision may involve two dimensions: One, the technical dimension which reflects a government's capacity to cope with public regulations on emerging threats; and two, the Political dimension which normally gets perceived as a controversial concept and intensely political activity. A strategic combination of the two dimensions results in five challenges: sense-making, decision-making, meaning-making, terminating, and learning (Ziapour et al., 2021). [...]
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