Tag: crisis management

Listen to our sixth virtual discussion on Leadership Through Crisis

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On May 1st, 2020, we hosted a sixth virtual discussion with Matt Andrews, who answered audience questions on his new Public Leadership Through Crisis blog series.

Thank you to ALL those who attended our sixth session and for engaging with us. If you missed the session, you can listen to it here or in the player below.

 

BSC’s new Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in crises. Each blog offers a few ideas as well as questions for reflection, thus creating a space for learning and contextual reflection.

Listen to our fifth virtual discussion on Leadership Through Crisis

On April 24th, 2020, we hosted a fourth virtual discussion with Matt Andrews, who answered audience questions on his new Public Leadership Through Crisis blog series.

Here are some of the questions he answered:

    • Since the pandemic requires quick decision making at the national level, this might pose a threat for democracies and citizen inclusiveness, how can countries (especially Developing ones) improve the inclusive decision making process especially when we see more digitalization in many areas of our lives.. perhaps big investments will be required on digital government.
    • Interesting point about more junior people being hired at this point. As the economy is slated to open up in stages (those with immunity first), my suspicion is that the younger, less risk population (likely fewer pre-existing conditions…age is one of them) will be allowed out first. What will this do for economic equality for middle-aged, older people whose retirement savings are likely decimated at this point?

Thank you to ALL those who attended our third session and for engaging with us. If you missed the session, you can listen to it here. We are now holding these virtual sessions every Friday morning at 9am EST. Follow our blog to get registration information!

BSC’s new Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in crises. Each blog offers a few ideas as well as questions for reflection, thus creating a space for learning and contextual reflection.

COVID-19: Planning for Tomorrow’s Problems Today

Guest blog written by Peter Harrington

When he started his blog series on crisis leadership on these pages, Matt Andrews asked: can public leaders navigate high winds and big waves in little boats? We could add to that question: how do you build the boat when you are already at sea and the storm is raging?

For most governments, the mechanisms to deal with this crisis did not exist, and existing ones were not designed for it. As a result, much of the response is being improvised in the middle of a hurricane, and more recent blog posts on  Liberia and Bahrain have explored this.

This challenge gives rise to a very common pattern: crisis responders will focus on the problems that have to be solved right now. It is a natural way to go about the job; prioritise what is urgent and solve the problem, then move on to the next. But anyone will familiar with the so-called Eisenhower matrix (‘Urgent versus Important’ 2×2 shown below) will know that we ignore ‘important but not urgent’ issues at our peril.

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Source: Vinita Bansal’s excellent Techtello article on ‘How to  Prioritise and  Master Productivity’

The current crisis is no different, and this post is dedicated to the problems which will become critical in the next few weeks and months as the crisis evolves, and which must be planned for (those in quadrant 2 of the matrix and need to be scheduled for action through strategic thinking  NOW). Leaders need to make sure they put in place resources to tackle these ‘tomorrow problems’.

COVID-19 is impacting every sector. But for simplicity’s sake, I am going to focus on the two main, broad dimensions of the crisis: the medical (or public health) side in this blog post, and the economic side in the next post. These two dimensions are intimately connected – what happens in one, including the policies implemented, profoundly affects the other. It’s vital to consider how these interdependencies will play out as the crisis evolves, and some countries are doing that already. But forward planning will be especially important in developing and transitional countries which have yet to bear the full brunt of the pandemic. Continue reading COVID-19: Planning for Tomorrow’s Problems Today

Public Leadership Through Crisis 19: How do political leaders commonly structure their roles?

written by Matt Andrews

The Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in the face of a crisis (like the COVID-19 pandemic).

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This is the second of four blogs addressing questions about political engagement in crisis response organization. The questions are: Who are political  leaders and what roles do they play in crises?  How do political leaders commonly structure their roles? How can political leaders structure their roles more effectively? I will offer some thoughts on the second of these questions here and, as usual, ask questions for you to reflect on.

How do political leaders commonly structure their roles in crisis?

Let’s start with recognizing that political leaders differ in a myriad of ways, and  political  leaders organize themselves quite differently in response to crises as well (as shown in studies like this one from Christensen et al). Different structures often  reflect different personalities, political cultures, available tools, and more.

Even with the differences, some fairly commonly observed ways politicians respond to crises. One of these ‘common responses’ pertains to how they organize their response: Many politicians centralize and try to move towards a command and control deciding and operating mode.

This is the core observation of Paul ‘t Hart, Uriel Rosenthal and Alexander Kouzmin in their 1993 classic: “One of the more enduring ideas about governmental response to crisis is the expectation that government decision making becomes highly centralized.” Continue reading Public Leadership Through Crisis 19: How do political leaders commonly structure their roles?

Public Leadership Through Crisis 18: Who are Political Leaders and What is their Role?

written by Matt Andrews

The Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in the face of a crisis (like the COVID-19 pandemic).

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I have used a few blogs to discuss the need for governments to reorganize when facing crisis, adopting flat, fast and flexible structures. There are various versions of such structures but I propose a snowflake mechanism that allows one to have a central coordinating team (like a snowflake nucleus) that interact with organically emergent set of relating teams, all acting, learning and sharing with the full system.

I see this kind of mechanism operating in crisis responses like the 2014 Ebola experience in Liberia and the 2020 Covid-19 experience in Bahrain. These mechanisms allow for what Mark Moore calls the ‘decentralized mobilization of  energy’ where the entire governmental system works together to solve the crisis. Some might think this sounds like chaos, but it is the kind of mechanism needed when you face huge tasks fraught with unknowns and need rapid work and learning at scale.

A key question can be raised in designing such mechanism: “Where do political  leaders fit in?”

I will address four issues related to this question in the next set of blog posts:

  1. Who are political  leaders and what roles do they play in crises? 
  2. How do political leaders commonly structure their roles?
  3. How can political leaders structure their roles more effectively? And
  4. Is it ever appropriate to criticize political leaders during times of crisis?

In this blog I offer some thoughts on the first question and, as usual, ask questions for you to reflect on—thinking about the political leaders in your crisis situation and the roles they play.

Who are ‘political leaders’ and what roles do  they play  in crises?

There are many sets of political leaders in government. Perhaps the most obvious are the formal politicians who have been elected to run the executive operation of government (the President or Prime Minister, Governor or Mayor) and the formal politicians who have been elected to run the legislative branch of government (the Congress or Parliament or Town Council). Continue reading Public Leadership Through Crisis 18: Who are Political Leaders and What is their Role?

Public Leadership Through crisis 17: ‘Keep an eye’ on how your crisis response impacts Public Value

written by Matt Andrews

The Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in the face of a crisis (like the COVID-19 pandemic).

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This post captures the second part of my interview with Mark Moore (you can find the first part here). It asks how governments should think about public value in times of crisis—and especially about the potential public value tensions implied in choosing different courses of action in response to crises. For instance,

  • ‘Stay-at-home’ orders might promote public health (a public  value) but is this at  the expense of economic well-being (another public value)?
  • Rigorous contact tracing might promote public health (a public value) and even be key to helping countries break out of isolation and promote economic well-being (another public value) but is this at the expense of rights to privacy for  individuals (another public value)?

These tensions matter a lot, because the organized action of government always impacts on public value(s); creating and promoting some types of value and (potentially) undermining other types of value. Given that actions in times of crises are rapid and experimental, these impacts on value(s) can be particularly unexpected and unplanned. How does one manage such impacts?

As with prior blogs, I provide Mark’s video, then offer thoughts and questions for your reflection.

Mark begins answering my questions with some basic concepts from his work on public value, to help show how complicated the topic is—and how hard a challenge it is for governments to think clearly about the public value implications of their work (especially in times of crisis).

Continue reading Public Leadership Through crisis 17: ‘Keep an eye’ on how your crisis response impacts Public Value

Listen to our fourth virtual discussion on Leadership Through Crisis

On April 17th, 2020, we hosted a fourth virtual discussion with Matt Andrews, who answered audience questions on his new Public Leadership Through Crisis blog series.

Here are some of the questions he answered:

  • I am curious to explore the impact of the COVID-19 on the global value chain. For sure it impacted in a way the supply chain, but what will the global value chain post covid-19 be?
  • I would like to have your thoughts about the impact on the travel industry and possible evolving requirements for global travel going forward.
  • What will the role of public investment and public infrastructure? Do you expect a Keynes’ come back?
  • If we think about the Sustainable Development Goals Agenda, how do we should change and improve a new narrative?

Thank you to ALL those who attended our third session and for engaging with us. If you missed the session, you can listen to it here. We are now holding these virtual sessions every Friday morning at 9am EST. Follow our blog to get registration information!

 

BSC’s new Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in crises. Each blog offers a few ideas as well as questions for reflection, thus creating a space for learning and contextual reflection.