Political Leadership in Disaster and Crisis Communication and Management: International Perspectives and Practices

Description

This book explores the role of elected leaders in disaster management. Filling a significant gap in disaster literature, the authors take a pragmatic approach to the relationships between the public under threat, the operational response, and the interests and actions of elected officials. Key tactics are explored, from the ways operational managers strategically deal with unreasonable political demands to what disaster officials argue is the responsibility of elected officials at all levels of government – that is, to ensure vital life-saving information reaches the people who need it most. The book draws on case studies such as the mismanagement of public perceptions by President George W. Bush during Hurricane Katrina in the United States and the widely acclaimed, heartfelt messages delivered by Queensland Premier Anna Bligh during the 2010–11 South-East Queensland floods in Australia. Drawing on a series of interviews with senior disaster managers in ten countries, this book is highly relevant for students, scholars and practitioners interested in disaster communication. Foreword Preface Acknowledgments About the Book Contents About the Authors Abbreviations List of Tables Chapter 1: Introduction Introduction References Chapter 2: Extraordinary Politics in Catastrophic Times Introduction Duress, Accountability and Responsibility The First Line of Defense Unprepared Political Actors, Unprepared Communities Conclusion References Chapter 3: Sampling Disaster Concepts Introduction The Emergence of Disaster and Crisis Research Corporate Crises Versus Disasters Defining a Disaster—Mission Impossible Why Disasters Are More Frequent Key Concepts in Disasters Cascading Disasters—the Perfect Storm The Humanity of Disasters: Social Capital Citizens’ Response to Disasters Citizens Actively Seek Information Citizens Don’t Panic Citizens Can Deal with Bad News Citizens Are Not Anti-Social Citizens Fend for Themselves A Model of Leadership Behavior Disaster: Hope for Renewal, Hell for Recovery Conclusion References Chapter 4: Political Leadership in Calamity Introduction A Test of Leadership: The Shining Beacon The Hurdles of Being a Beacon of Hope The Wash-Up Casts a Long Shadow Out of the Spotlight Conclusion References Chapter 5: Frontline Realities Introduction Lack of Interest in Preparedness ‘Locked and Loaded’ Evacuees out, Politicians in Looking Good in the Wrong Place Good News and Bad News Conference in the Clouds Promises, Promises Conclusion References Chapter 6: Managing Relationships Introduction Best Practice in Relationships Developing Strong Relationships Managing the Challenges of the Relationships Mutual Acceptance and Understanding of Different Roles Best Practice for Communication in Relationships Building Relationships Between Disasters Conclusion References Chapter 7: Voices of Reason Introduction Political Leadership Strategic Leadership Characteristics of Effective Leadership Messaging in Disasters Avoid Operational Messaging Truth and Honesty Support and Empathy Speak from the Same Script Why Get Involved? When to Get Involved When to Withdraw Politicians and News Media Examples Example 1: Anna Bligh, Queensland Premier, 2010–11 Queensland Floods Example 2: George W. Bush, US President, Hurricane Katrina Conclusion References Chapter 8: Minding the Minders Introduction History Proves a Turning Point Power Plays on the Front Line Chasing the Media Spotlight Calm Between the Storms Conclusion References Chapter 9: Lessons Learned and Best Practices Introduction Background to the TIM Tandem Information Model (TIM) Using the TIM Benefits of the TIM Conclusion References Appendix 1: List of Interviews Index