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Extra info for Global cases in best and worst practice in crisis and emergency management

Sample text

Such distinction is not often easy, as there may not be an immediate consensus among key actors or leaders as to what constitutes a crisis. Nevertheless, governance theories do inform us of a necessity for emergency regimes and crisis governance systems. The leaders and people of the United States and the Soviet Union experienced this unpleasant situation during the Cuban Missile Crisis of the 1960s, and both countries came to realize the possibility of mutual destruction in the face of a thermonuclear conflict and agreed to a collaborative working relationship against it by the 1970s (Allison and Zeliko, 1999).

Conditions at the Superdome and the Convention Center deteriorated quickly. Local Homeland Security officials and Brown claimed not to know that people had taken refuge at the Convention Center and failed to provide immediate help there. There was a total communication failure among the police as well as other government agencies, resulting in chaos and a crisis situation that no one was trained or prepared to cope with (Baum, 2006). The total intergovernmental management failure occurred at the local, state, and federal levels, resulting in a lack of coordination among the nongovernmental, nonprofit, and volunteer organizations present at the scene; in fact, the lack of coordination and leadership constituted the biggest 26 ◾ Global Cases in Best and Worst Practice in Crisis and Emergency Management failures in dealing with Katrina (Wise, 2006; Brennan and Koven, 2008).

Local government’s problem with disaster management: a literature review and structural analysis. Policy Stud. , 9: 703–725. 18 Theories of Emergency Governance and Crisis Management...................................................... 20 Katrina: A Global Case of Grand Failure in Governance and Emergency Management.............. 23 Lessons Learned and Their Implications for Future Crisis Management..................................... 26 Building Capacity with Anticipatory Surprise Management.......................................................

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