Military crisis responses to COVID‐19

Countries across the globe have mobilized their armed forces in response to the COVID‐19 pandemic. Current contributions of armed forces have resulted from an urgent need for additional personnel and resources, and were facilitated by a framing of the crisis in terms of war. These deployments were in the interest of armed forces and enabled them to improve their operational readiness, boost their societal standing and support societies with their expertise. Even though armed forces may provide crucial aid in times of need, it is important that civilian crisis organizations are not undermined, civilian control and civil rights are guaranteed, and the effects on other military operations are considered and discussed. This Forum contribution offers some reflections and recommendations.     

Learning from crisis: The role of enquiry commissions

The literature on crisis learning has thus far paid little attention to the institutional channels through which governments draw lessons from crisis events. This paper examines theoretically and empirically a key institutional site for crisis learning: enquiry commissions. The theoretical argument is illustrated by analysing the enquiry commission that examined the 2011 terrorist attacks in Norway. The paper argues that the work of enquiry commissions exhibits tensions that condition the subsequent opportunities of government to learn from crisis. The paper shows how the lessons drawn by the commission investigating the attacks were shaped by the commission's dual function, by the dominant professional perspectives within the group, and by the specific models of decision‐making and assessment standards that the commission adopted.     

Multicultural Crisis Communication: Towards a Social Constructionist Perspective

Crisis communication is a field dominated by case studies and is lacking of systematic knowledge and theoretical framework analysis. Functionalist and objectivist perspectives have dominated the field even though there are exceptions. This may be one reason why multicultural approaches to crisis communication, increasingly relevant in contemporary society, are very few and undeveloped. The aim in the article is to give a critical analysis of research that has been done on crisis communication as well as intercultural public relations and develop a different theoretical framework. We propose the use of ethnicity, focusing collective cultural identity as dynamic, relational and situational in crisis theory and practice. Ethnic differences seem to escalate during crises. Media use and access are also discussed. A Swedish survey shows, among other things, that people with a foreign background read mainstream newspapers more seldom than average Swedes, but that the access to Internet and mobile phones is very high. Based on a social constructionist epistemology, the article ends with four proposals for future research and practice in multicultural crisis communication: (1) audience‐orientation – focusing sense‐making, (2) a proactive and interactive approach – focusing dialogue, (3) a community‐focused approach – focusing a long‐range pre‐crisis perspective and, (4) an ethnicity‐approach towards intercultural communication.     

Communication Gaps in Disaster Management: Perceptions by Experts from Governmental and Non‐Governmental Organizations

The complexity of current disasters creates a challenge for crisis communication. This paper aims at identifying gaps in communication in disaster management experienced in practice in order to facilitate learning from those situations. The research was conducted using a qualitative online open‐ended questionnaire. It shows that despite the developments in the discipline, communication as an integral part of decision making in disaster management needs to be further developed. The paper provides a practical‐oriented overview of the communication constraints in complex crisis situations, which has not been provided so far. This research is part of an international project developing performance indicators for a quality measurement system for crisis communication.     

COVID–19在高危人群动态网络中的传播动力学

为了弄清影响新型冠状病毒肺炎蔓延的影响因素,分析中国大陆地区的疫情发展趋势,本文提出了一种基于高危人群动态网络的COVID–19传播模型来模拟新型冠状病毒肺炎在人群中的传播过程.首先,本文统计了1月16日至2月6日,中国大陆各个地区的感染情况,通过各个地区的人口流动、地理位置和经济发展情况等因素,对各个地区的疫情数据进行了综合分析,提出了疫情生长指数来量化各个地区的疫情发展情况.然后,本文结合新型冠状病毒肺炎在人群中的传播特点,以高危人群为研究对象,构建了高危人群动态网络. COVID–19传播模型对SEIR模型中的感染率、潜伏率和退出率进行了重新定义,并基于高危人群动态网络对中国大陆地区的疫情发展趋势做出了预测和分析,模拟数据和已公布的确诊数据能够较好的拟合,也验证了模型的可靠性.最后,模型还验证了防护措施的有效性.     

Dynamics of Change in the Aftermath of the 2001 UK Foot and Mouth Crisis: Were Lessons Learned?

This article investigates the UK animal health sector in the aftermath of the 2001 foot and mouth crisis. The article draws together perspectives from crisis management, policy and institutional change literatures in order to assess the extent of reforms since the epidemic. Interviews with government officials and parliamentarians and the analyses of official documentation indicate that lessons have been learned and there are successes in many areas; yet, there remains key aspects of crisis management that have yet to change, which leave the government vulnerable in the event of more wide‐scale foot and mouth outbreaks. The results of the study serve to suggest that post‐crisis change research should consider making more explicit links with the institutional literature on change dynamics.     

Contingent coordination in crisis: Experiences of Qingdao control command in governing COVID-19 in China

Coordination is one of the most challenging crisis management issues governments face worldwide. In this contribution, we examine the coordination mechanism applied by Qingdao control command in China to fight against COVID-19. Its coordination is implemented contingently via five different approaches: achieving compromises through a centralized tiered meeting system, developing standard operating procedures through issuing documents, encouraging pragmatic problem-solving through improvisation, establishing routines through finding shortcuts, and following commands and suggestions from higher-up. Two perspectives, the structural-institutional and cultural perspectives, have been applied to explain the choice of the contingent coordination mechanism. Our study contributes to the existing crisis coordination literature through substantiating the approaches underlying contingent coordination and providing a preliminary explanation of it.     

Narcissism and Effective Crisis Management: A Review of Potential Problems and Pitfalls

In the event of a crisis, effective leadership by senior officials plays a significant role in an organization's attempt to return to a state of normal operation. Effectiveness, however, can be hampered by a leader's behaviour and attitude towards colleagues, and other employees within the organization. This paper explores how narcissism and narcissistic leaders may affect crisis management within an organization. Using the literature from the American Psychiatric Association, crisis management, and leadership, this paper explores how personality disorders associated with narcissism may affect the pre‐crisis, crisis, and post‐crisis stages of crisis management. The paper concludes by offering suggestions on how to handle narcissistic leaders within an organization, and areas for future research.     

Bordering on Reality: Findings on the Bonfire Crisis Management Simulation

On 6 April 2005 a national crisis management simulation, code named Bonfire, was held at various locations in the Netherlands. The Bonfire scenario was built around a terrorist threat followed by an actual attack in the Amsterdam ArenA and a hostage‐taking. Bonfire's scale and realism made it unique for the Netherlands. Its complexity led to unplanned incidents that actually made it even more realistic, because this is something that occurs in every crisis situation. This evaluation shows that the co‐ordination, internal provision of information and crisis communication – the three core elements of crisis management discussed in this report –were mainly in the hands of the decision‐makers themselves. This put so much pressure on them that they were rarely able to make strategic decisions for the medium or long term. Support staff had been expected to ease pressure on the leadership by preparing their meetings and working out the results. This did not go as planned, however. Since they did not always have access to the latest information, they could not provide optimum support. As a result, they were by‐passed, so that they had even less access to information. The vicious circle was thus complete. It was observed that new counter‐terrorism structures installed in the Netherlands after ‘9–11’ functioned as foreseen, but that decision‐making required the input of far more parties than had been envisaged. In the course of the operations, therefore, the various levels established a more or less spontaneous link with the standard crisis management structures.     

Can crisis management teams mitigate COVID-19's effects? A comparative case study between China and the United States

The COVID-19 pandemic has been the world's greatest challenge since World War II. As an unprecedented global public health crisis, crisis management teams (CMTs) in the infected countries need to rethink to cope with the similar uncertainty and urgency of the ongoing COVID-19 pandemic. The shared context of COVID-19 allows us to explore a cross-nation study of different constructs and CMT to communicate information about crises with the public effectively. Since the pandemic affected all countries, the comparison is warranted. Can CMTs mitigate the effects of COVID-19? Based on the analysis of China and the US cases, our study explores how shared and common knowledge cognition among crisis responders plays a pivotal role in effective CMTs' communication while technological failures and inadequate information disrupt the system, worsening pandemics like COVID-19. Furthermore, organizational dysfunction, such as institutional fragmentation, regulatory hurdles and bureaucratic arrogance, impede effective communication between CMTs. However, effective coordination and decisive leadership could improve coordination effectiveness and reduce crisis costs.     

Unrecognized crisis management—Normalizing everyday work

The aim of this study was to examine the practices of crisis management adopted by operative staff when facing a crisis situation in their workplace. This research is based on interviews with personnel from social services and staff from homes for unaccompanied youth. The interviewees asked respondents about their actions in caring for young refugees during the refugee situation. The results are structured around three themes: everyday practices, crisis work, and the process of normalization. Three practices for handling the situation—improvisation, prioritization, and creating alternatives—served as crisis management‐as‐practice. The staff members' everyday practice for solving problems became the basic method employed during the crisis to normalize everyday work.     

Multi-criteria decision-making for coronavirus disease 2019 applications: a theoretical analysis review

The influence of the ongoing COVID-19 pandemic that is being felt in all spheres of our lives and has a remarkable effect on global health care delivery occurs amongst the ongoing global health crisis of patients and the required services. From the time of the first detection of infection amongst the public, researchers investigated various applications in the fight against the COVID-19 outbreak and outlined the crucial roles of different research areas in this unprecedented battle. In the context of existing studies in the literature surrounding COVID-19, related to medical treatment decisions, the dimensions of context addressed in previous multidisciplinary studies reveal the lack of appropriate decision mechanisms during the COVID-19 outbreak. Multiple criteria decision making (MCDM) has been applied widely in our daily lives in various ways with numerous successful stories to help analyse complex decisions and provide an accurate decision process. The rise of MCDM in combating COVID-19 from a theoretical perspective view needs further investigation to meet the important characteristic points that match integrating MCDM and COVID-19. To this end, a comprehensive review and an analysis of these multidisciplinary fields, carried out by different MCDM theories concerning COVID19 in complex case studies, are provided. Research directions on exploring the potentials of MCDM and enhancing its capabilities and power through two directions (i.e. development and evaluation) in COVID-19 are thoroughly discussed. In addition, Bibliometrics has been analysed, visualization and interpretation based on the evaluation and development category using R-tool involves; annual scientific production, country scientific production, Wordcloud, factor analysis in bibliographic, and country collaboration map. Furthermore, 8 characteristic points that go through the analysis based on new tables of information are highlighted and discussed to cover several important facts and percentages associated with standardising the evaluation criteria, MCDM theory in ranking alternatives and weighting criteria, operators used with the MCDM methods, normalisation types for the data used, MCDM theory contexts, selected experts ways, validation scheme for effective MCDM theory and the challenges of MCDM theory used in COVID-19 studies. Accordingly, a recommended MCDM theory solution is presented through three distinct phases as a future direction in COVID19 studies. Key phases of this methodology include the Fuzzy Delphi method for unifying criteria and establishing importance level, Fuzzy weighted Zero Inconsistency for weighting to mitigate the shortcomings of the previous weighting techniques and the MCDM approach by the name Fuzzy Decision by Opinion Score method for prioritising alternatives and providing a unique ranking solution. This study will provide MCDM researchers and the wider community an overview of the current status of MCDM evaluation and development methods and motivate researchers in harnessing MCDM potentials in tackling an accurate decision for different fields against COVID-19.

     

Large-scale group decision-making (LSGDM) for performance measurement of healthcare construction projects: Ordinal Priority Approach

People with various skill sets and backgrounds are usually found working on projects and thus, group decision-making (GDM) is one of the most important functions within any project. However, when projects concern healthcare or other critical services for proletariat or general public (especially during COVID19), the importance of GDM can hardly be overstated. Measuring the performance of healthcare construction projects is a critical activity and should be gauged based on the input from a large number of stakeholders. Such problems are usually recognized as large-scale group decision-making (LSGDM). In the current study, we aim to propose a decision support system for measuring the performance of healthcare construction projects against a large number of experts using ordinal data. The study identifies several key indicators from literature and recorded the observations of a large number of experts about these indicators. After that, the acceptable range of complexity is specified, the Silhouette plot is provided to find the optimal number of clusters, and the ordinal K-means method is employed to cluster the experts’ opinions. Later, the confidence level is measured using a novel Weighted Kendall’s W for the optimal number of the clusters, and the threshold is checked. Finally, the conventional problem is solved using the Group Weighted Ordinal Priority Approach (GWOPA) model in multiple attributes decision making (MADM), and the performance of the projects is determined. The validity of the proposed approach is confirmed through a comparative analysis. Also, a real-world case is solved, and the performance of some healthcare construction projects in China is gauged with a comprehensive sensitivity analysis.

     

Managing crisis in a university setting: The challenge of alignment

This paper explores the unique challenges of university leadership when planning and aligning communications and activities before, during, and after crises. We examined the three stages of a crisis and the unpredictable nature of large‐scale crises, including natural or man‐made disasters, that threaten people and structures. Compiled data exposed the frequency and complexity of critical events emphasizing the urgent need for attention and action. Case studies informed primarily by the literature, and a personal interview with a crisis strategist, detail specific alignment challenges and recommend a holistic crisis management system for university leadership to implement that addresses planning, response, and recovery. Consequences of misalignment include loss of message control, rumourmongering, prolonged disruption of operations, and the likelihood of reputational damage.     

National Perspectives in Multinational Headquarters: The Case of EUFOR Tchad/RCA

Recent studies of the European Union crisis management capability argue for establishing a permanent Operations Headquarters (OHQ) instead of the temporary alternatives currently available. These studies picture temporary OHQs as slow starters hampered by multiple interests and a lack of common grounds. This paper corroborates these studies by reporting on the empirical findings of a year‐long case study of the EUFOR Tchad/RCA OHQ. The combined results of observations, interviews, and surveys indicate that national perspectives not only existed in the OHQ, but were also asymmetric in the sense that staff members from France and Ireland nations displayed stronger national perspectives than staff members from other nations. However, the general trust between staff members seems to have been largely unaffected by this. The findings also indicate a process of familiarization spanning over several months. This paper argues that temporary multinational headquarters are likely to work around frictions and mature into well‐functioning organization, but that this is a time‐consuming process in which national parallel chains of command may remain. Prior training should prepare staff members for this. In addition, leading nations need to understand their strong visibility and to be careful not to dominate the day‐to‐day staff work.     

IT professionals' person–organization fit with IT training and development priorities

Person–organization fit (P–O fit) research and practice have been hindered on account of the difficulty of operationalizing the richness, complexity and subjectivity of the P–O fit phenomenon. P–O fit for technology professionals is further complicated by the rapidly changing demands the IT profession places on its constituents to continually engage in training and development. A human capital perspective is adopted as a lens through which to view the IT professional's P–O fit, and Social Cognitive Theory is proposed as a framework within which to incorporate the principles of Concourse Theory, which is the guiding philosophy of Q‐Methodology and Q‐sorts. The Q‐methodology was used as a means to operationalize the IT professional's P–O fit with respect to IT training and development. Analysis revealed five distinct P–O fit types of perspectives that explained 35% of the population variance. Post‐hoc analysis of the five types revealed that they are interpretable through the lens of the human capital perspective. The results show promise for continued research on the subject, as well as implications for both researchers and practitioners.     

Parallel Chains of Command in European Union Operation Headquarters: An Experimental Study of the Drivers behind National Perspectives

The European Union (EU) military Operation Headquarters (OHQ) construct has been described as a slow starter due to familiarization issues and an arena for parallel chains of command. Similarly, a recent study of a live OHQ showed national perspectives to be common, particularly with staff members from nations prominent in the operation. However, the nature of these flaws remains unclear while scholars debate if the EU OHQ can and should move towards civil‐military integration. This paper investigates individual's national perspectives in an experimental setting with 180 civilian and military professionals related to crisis management. Manipulations include parent‐nation prominence, familiarity with response units, and participants’ ties to the parent‐nation. The results show that national units are significantly favoured when more familiar to the participant compared with foreign units and when representing a minority in the multinational context. This partly mirrors previous findings. Importantly, no significant difference appears between military and civilian participants. It is concluded that the OHQ construct may be flawed by design by requiring a familiarization process, but that OHQ cohesion in terms of receptiveness to national influences would not necessarily change with civil‐military integration.     

Facebook and Twitter in Crisis Communication: A Comparative Study of Crisis Communication Professionals and Citizens

This mixed‐methods study presents a comparative analysis of the use and perceived usefulness of Facebook and Twitter, among Swedish citizens and crisis communication professionals, as crisis communication tools and information sources. The use and perceived usefulness of Facebook and Twitter are not congruent and consistent between the two different groups, according to the overall study. Communication professionals, for example, report higher levels of perceived usefulness regarding Facebook's potential as a crisis communication tool than do the citizens. Taken together, the results show that researchers (within social media and crisis communication) and crisis managers both need to deal with the fact that social media is not a homogenous phenomenon with a single coherent role in crisis management and communication research and practice.