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  • 1.
    Boin, Arjen
    et al.
    Leiden University, The Netherlands..
    ´t Hart, Paul
    Utrecht School of Governance, and The Netherlands School of Government in The Hague, The Netherlands..
    Stern, Eric
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training). Uppsala Universitet, Sweden..
    Sundelius, Bengt
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training). Uppsala Universitet, Sweden..
    The Politics of Crisis Management: Public Leadership under Pressure2005Book (Other academic)
    Abstract [en]

    Crisis management has become a defining feature of contemporary governance. In times of crisis, communities and members of organizations expect their leaders to minimize the impact of the crisis at hand, while critics and bureaucratic competitors try to seize the moment to blame incumbent rulers and their policies. In this extreme environment, policy makers must somehow establish a sense of normality, and foster collective learning from the crisis experience. In this uniquely comprehensive analysis, the authors examine how leaders deal with the strategic challenges they face, the political risks and opportunities they encounter, the errors they make, the pitfalls they need to avoid, and the paths away from crisis they may pursue. This book is grounded in over a decade of collaborative, cross-national case study research, and offers an invaluable multidisciplinary perspective. This is an original and important contribution from experts in public policy and international security.

    • Offers the first comprehensive analysis of the special nature of political/public leadership in major crisis • Unique multidisciplinary perspective on crisis management • Grounded in over a decade of collaborative, cross-national in-depth case study research

  • 2.
    Fors, Fredrik
    et al.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Newlove Eriksson, Lindy
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Deverell, Edward
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Stern, Eric
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Shaken, not stunned: The London Bombings of July 20052006Conference paper (Refereed)
    Abstract [en]

    Executive summary - The bombings of July 2005

    On July 7th, the morning rush hours in London formed the backdrop for the first suicidebombings in Western Europe in modern times. Three different parts of the London subwaysystem were attacked around 08.50: Aldgate, Edgware Road, and Russell Square. The three Tube trains were all hit within 50 seconds time. A bomb on the upper floor of a double-deckerbus at Tavistock Square was detonated at 09.47.

    In the terrorist attacks, four suicide bombers detonated one charge each, killing 52 people. Seven people were killed by the blasts at Aldgate, six at Edgware Road, 13 at Tavistock Square, and 26 at Russel Square – in addition to the suicide bombers themselves. More than 700 people were injured. Hundreds of rescue workers were engaged in coping with the aftermath. Over 200 staff from the London Fire Brigade, 450 staff and 186 vehicles from the London Ambulance Service, several hundred police officers from the Metropolitan Police and from the City of London Police, as well as over 130 staff from the British Transport Police were involved. Patients were sent to 7 area hospitals.

  • 3.
    Hansén, Dan
    et al.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Stern, EricSwedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Crisis Management in a Transitional Society: The Latvian Experience2000Collection (editor) (Other academic)
  • 4.
    Hansén, Dan
    et al.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Stern, Eric
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    From Crisis to Trauma: The Palme Assassination Case2001In: Managing Crises: Threats, Dilemmas, Opportunities / [ed] Rosenthal, Boin and Comfort, Springfield: Charles C. Thomas , 2001, p. 177-199Chapter in book (Refereed)
  • 5.
    Hansén, Dan
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Stern, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    I skuggan av ett statsrådsmord2003In: Framsyn, ISSN 1650-2671, no 4, p. 9-11Article in journal (Other (popular science, discussion, etc.))
  • 6.
    Koraeus, Mats
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training). Radboud Univ Nijmegen, Netherlands.
    Stern, Eric
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Exploring the Crisis Management/Knowledge Management Nexus2013In: Strategic Intelligence Management: National Security Imperatives and Information and Communications / [ed] Simeon Yates & Babak Akghar, Oxford, UK: Butterworth-Heinemann, 2013, p. 134-149Chapter in book (Refereed)
    Abstract [en]

    Crises are becoming a ubiquitous phenomenon and are—like the example of Hurricane Isaac—typically surrounded by complex social and technical factors beyond the competence of generalist leaders. By their very nature, crises are associated with considerable uncertainty. Knowing this, crisis managers frequently call upon experts to provide relevant information on specific subject matter. During the past decade and a half, a theoretical and methodological field of study has emerged addressing this issue: how to find missing knowledge, transfer it to where it is most needed, and institutionalize it for future use. This subject is called “knowledge management” and is rooted in older theories on organizational knowledge and organizational learning. In fact, these very same organizational learning theories form the foundation for the post-crisis learning perspectives, which are increasingly prominent in the field of crisis management. Hence, one may question why these two management subdisciplines have not been more systematically combined and integrated. In crisis management, learning is often seen as a process that takes place after a crisis has been resolved, in preparation for the next crisis. Yet, knowledge management considers knowledge creation and learning to be a constant process. Ideally, combining these two perspectives could stimulate some kind of “instant learning” during an actual crisis, so that relevant lessons are learned and implemented for the current crisis as well as for future crises.

    A potential problem with combining crisis management and knowledge management is the difference in typical time frames associated with the two management subfields. By definition, crises involve a strong element of urgency and thus require immediate action. Knowledge management, however, was born out of attempts to improve consumer product innovation cycles, which can run several months or even years. The possibility of tapping into the knowledge management techniques for finding and accessing new or unfamiliar knowledge (e.g., calling in experts) is very alluring, but the question is if such techniques can fit into the tight timeframe associated with crises.

  • 7.
    Olsson, Eva-Karin
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Edling, Erik
    Stern, Eric
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Crisis communication and community resilience: Exploring symbolic religious provocations and meaningful exchange2015In: Strategies for supporting community resilience: Multinational experiences / [ed] Robert Bach, Stockholm: Försvarshögskolan (FHS), 2015, 1, p. 263-288Chapter in book (Other academic)
  • 8.
    Olsson, Eva-Karin
    et al.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Stern, Eric K.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Xue, Lan
    School of Public Policy and Management, Tsinghua University.
    SARS: Meeting an Epidemic Head-On2011In: SARS from East to West / [ed] Eva-Karin Olsson and Lan Xue, New York City: Lexington Books, 2011Chapter in book (Other academic)
  • 9. Parker, C. F.
    et al.
    Stern, Eric K.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Blindsided?: September 11 and the origins of strategic surprise2002In: Political Psychology, ISSN 0162-895X, E-ISSN 1467-9221, Vol. 23, no 3, p. 601-630Article, review/survey (Refereed)
    Abstract [en]

    The devastating terror attacks of 11 September 2001 have often been characterized as a "bolt from the blue. " Drawing inspiration from the political psychological literature on strategic surprise, this article poses the deceptively simple question of why so many U.S. policymakers were caught so woefully off guard last year. Through a preliminary empirical exploration of three broad explanatory "cuts" derived from the relevant interdisciplinary literature psychological, bureau-organizational, and agenda-political-the authors seek to shed light on the sources of failure that may have contributed to 9/11 and point to promising avenues of investigation for future research as the available empirical record becomes more complete.

  • 10.
    Parker, Charles F.
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Stern, Eric K.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Bolt from the Blue or Avoidable Failure?: Revisiting September 11 and the Origins of Strategic Surprise2005In: Foreign Policy Analysis, ISSN 1743-8586, E-ISSN 1743-8594, Vol. 1, no 3, p. 301-331Article in journal (Refereed)
    Abstract [en]

    Drawing on the strategic surprise, warning-response, and foreign policy literature, this article argues that the September 11 terror attacks should be regarded as a strategic surprise and examines a number of key factors that contributed to vulnerability and inhibited vigilance. Three broad explanatory "cuts" derived from the literature-psychological, bureau-organizational, and agenda-political-are deployed to sift through the rapidly expanding empirical record in an effort to shed light on the processes and contextual factors that left the United States vulnerable to the attacks. The article aims to improve our understanding of generic processes and practices that enhance or detract from vulnerability and vigilance.

  • 11.
    Parker, Charles
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Stern, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Paglia, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Brown, Christer
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Preventable Catastrophe?: The Hurricane Katrina Disaster Revisited2009In: Journal of Contingencies and Crisis Management, ISSN 0966-0879, E-ISSN 1468-5973, Vol. 17, no 4, p. 206-220Article in journal (Refereed)
  • 12.
    Stern, Eric
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Bridging the crisis learning gap: From theory to practice2015In: Organizing after crisis: The challenge of learning / [ed] Nathalie Schiffino, Laurent Taskin, Céline Donis and Julien Raone, Berlin: Peter Lang Publishing Group, 2015, 1, p. 257-272Chapter in book (Refereed)
  • 13.
    Stern, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Contextualizing and critiquing the poliheuristic theory2004In: Journal of Conflict Resolution, ISSN 0022-0027, E-ISSN 1552-8766, Vol. 48, no 1, p. 105-126Article, review/survey (Refereed)
    Abstract [en]

    The poliheuristic theory of decision (PH) is placed in its proper historical context through a brief diachronic overview of the evolution of the foreign policy decision-making tradition from Snyder, Bruck, and Sapin to the present. The PH program is examined and contextualized in synchronic fashion via juxtaposition with three parallel lines of theoretical and empirical foreign policy decision-making research: cognitive institutionalism, problem representation, and decision units. These approaches are found to exhibit different methodological strengths and weaknesses and to emphasize different aspects of the decision-making process. Substantial complementarities exist, suggesting that the potential for synergy and cross-fertilization is great.

  • 14.
    Stern, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Crisis Leadership: The 4 Keys to Preparing2013Other (Other (popular science, discussion, etc.))
  • 15.
    Stern, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Crisis Navigation: Lessons from History for the Crisis Manager in Chief2009In: Governance. An International Journal of Policy, Administration and Institutions, ISSN 0952-1895, E-ISSN 1468-0491, Vol. 22, no 2, p. 189-202Article in journal (Refereed)
    Abstract [en]

    As fundamental tests of presidential leadership and organizational capacity, crises can make or break an administration. This article presents a conceptual analysis of what makes any crisis situation challenging to deal with, and it develops a set of analytical steps that can help crisis managers diagnose particular crisis situations they might face. The proposed crisis navigation framework brings together case research studies and theories of organizational processes, so that those assuming responsibility for steering the government and society through crises-including the Obama administration-have a useful point of entry into the growing crisis management literature.

  • 16.
    Stern, Eric
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Designing Crisis Management Training and Exercises for Strategic Leaders2014Collection (editor) (Other academic)
    Abstract [en]

    Strategic leaders — those who sit at the apex of organizations and have primary responsibility for charting the course and achieving positive short and long term results for their various constituencies — play a crucial role in crisis situations. It is increasingly recognized that they, like other key players in crisis management and societal (homeland) security need to be prepared for this responsibility and that training and exercises are a fundamental part of this preparation. While significant attention in recent decades has been devoted to developing techniques and designs for operational training and exercises, rather less attention and ink have been devoted to problems of designing crisis management training and exercises for strategic level leaders in governmental organizations — the focus of this report.

    This publication is a result of a unique partnership between academic, private sector, and governmental experts from the United States and Sweden. It was developed through a series of collaborative bilateral workshops held in Stockholm and Washington, D.C. during 2013 and 2014.

  • 17.
    Stern, Eric
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Kriser och krishantering2009In: Internationella relationer / [ed] Jakob Gustavsson & Jonas Tallberg, Lund: Studentlitteratur , 2009, 2, p. 161-176Chapter in book (Other academic)
  • 18.
    Stern, Eric
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Preparing: The Sixth Task of Crisis Leadership2013In: Journal of Leadership Studies, ISSN 1935-2611, E-ISSN 1935-262X, Vol. 7, no 3, p. 51-56Article in journal (Refereed)
  • 19.
    Stern, Eric
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Strategic crisis management exercises: Challenges and design tools2015In: The Changing Face of Strategic Crisis Management, Paris: OECD Publishing, 2015Chapter in book (Other academic)
    Abstract [en]

    This chapter discusses the challenges involved in designing crisis management exercises for strategic leaders. It offers a source of reference for countries and collaborating organisations and can be seen as a “toolkit” intended to facilitate reflective and effective future crisis management exercise designs in the future. This chapter first discusses the rationale, types and purposes of strategic crisis management exercises as part of building the right skill set for strategic crisis management. It highlights the main challenges of involving leadership, engaging partners from the private sector, and developing international crisis management exercises. Finally, it presents the parameters and options for scenario development, including case-based scenarios and options for involving and working with leaders.

  • 20.
    Stern, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Understanding and identifying strategic crises through early-warning and sense-making2015In: OECD Reviews of of Risk Management Policies: The Changing Face of Strategic Crisis Management, Paris: OECD Publishing, 2015, p. 41-74Chapter in book (Other academic)
    Abstract [en]

    Though important advances have occurred in recent years, governments are regularly surprised by the emergence of crises and still struggle to identify and understand them. This chapter examines the challenges of early warning and sense-making associated with strategic crises. It explores the multiple contexts - group, organisational, and political - in which leaders and their advisers are embedded. These contexts enable and constrain leaders and their advisors. The role of current and emerging information and communications technology (ICT) is discussed in relation to finding ways to harness technology to increase sense-making capacity and identify potential vulnerabilities and risks. In addition, problems of effectively managing expertise, information, and knowledge with regards to early warning and crisis management are examined. The chapter concludes by presenting a set of critical topics that require further capability development and policy reform efforts.

  • 21.
    Stern, Eric
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Deverell, Edward
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Fors, Fredrik
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Newlove-Eriksson, Lindy
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Post mortem crisis analysis: Dissecting the London bombings of July 20052014In: Journal of Organizational Effectiveness: People and Performance, ISSN 2051-6614, Vol. 1, no 4, p. 402-422Article in journal (Refereed)
    Abstract [en]

    Purpose – Taming the complexity of crisis and integrating diverse narratives and sources regarding crisis events is a serious challenge. The purpose of this paper is to present a methodology for reconstructing, dissecting, and thematically comparing crisis experiences, using the 7/7 London bombings of 2005 as an illustrative empirical application.

    Design/methodology/approach – A cognitive-institutional process-tracing methodology suitable compatible with structured focussed comparison of crisis cases (Stern and Sundelius, 2002; cf. George and Bennett, 2005) is used. This cognitive-institutional process tracing and analysis strategy consists of four steps: contextualization, development of a synthetic chronological narrative, identification and reconstruction of decision occasions, and (comparative) thematic analysis.

    Findings – The paper demonstrates the feasibility of applying the methodology to real-world cases in the UK and concludes with reflections about the need for contextualized, systematic post mortem crisis analysis taking into account problem and process complexity, differential crisis performances of individuals and organizations under adverse conditions, and the increasing importance of social media and personal communications devices for crisis research and practice.

    Practical implications – The methodology used in this paper has the potential to improve the effectiveness of organizational learning and reform efforts in the wake of crisis experiences.

    Social implications – Insights associated with the application of this methodology can lead to improved post-crisis learning and fairer accountability processes, and thus contribute to enhancing societal resilience.

    Originality/value – The study not only presents an original methodology developed by one of the authors, but also provides a systematic, relatively comprehensive and theoretically informed analysis of the July 7 London bombings based not only upon the documentary record, but also upon a substantial number of interviews.

  • 22.
    Stern, Eric
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Gregory, Saathoff
    University of Virginia.
    Brian, Kieserman
    DHS/FEMA.
    Advice in Crisis: Leaders,Lawyers and the Art of Disaster Management2012In: McGraw-Hill homeland security handbook: strategic guidance for a coordinated approach to effective security and emergency management / [ed] David G. Kamien, London: McGraw-Hill, 2012, 2, p. 711-737Chapter in book (Other academic)
  • 23.
    Stern, Eric
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Gregory, Saathoff
    University of Virginia.
    Mary Ellen, Martinet
    DHS/FEMA.
    Brad, Kieserman
    DHS/FEMA.
    Advice in Crisis: Towards Best Practices for Providing Legal Advice under Disaster Conditions2013In: Public Assistance Alternative Procedures Pilot Program Guide for Permanent Work Federal Emergency, Federal Emergency Management Agency Department of Homeland Security, FEMA , 2013Chapter in book (Other academic)
  • 24.
    Stern, Eric
    et al.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Hansén, Dan
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Att handskas med gisslansituationer2002In: Internationella Studier, ISSN 0020-952X, no 9, p. 3-9Article in journal (Other (popular science, discussion, etc.))
  • 25.
    Stern, Eric
    et al.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Hansén, Dan
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Framing the Palme Assassination2001In: Threat Politics: New Perspectives on Security, Risk and Crisis Management / [ed] Eriksson, Johan, Aldershot: Ashgate , 2001, p. 164-188Chapter in book (Refereed)
  • 26.
    Stern, Eric K.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training). University of Albany, SUNY, New York, USA.
    Crisis Management, Social Media and Smart Devices2017In: Application of Social Media in Crisis Management / [ed] Babak Akhgar, David Waddington, and Andrew Staniforth, Springer, 2017Chapter in book (Other academic)
    Abstract [en]

    This article presents the concept of crisis and describes key trends impacting the context of crisis management in contemporary liberal democratic societies around the world. It focuses on the following key questions:List• What is a crisis and how can a rigorous conceptualization of crisis help crisis managers (both official and citizen responders) to make sense of potential crises?• What are some of the key and recurring leadership tasks associated with crisis management (The politics of crisis management: public leadership under pressure, New York, NY, 2005) and how are they affected by the rise of social media and smart devices?The paper concludes with a number of prescriptive reflections for those engaged in the work of improving crisis management capacity for governments and communities.

  • 27.
    Stern, Eric K.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Diversion and Misdirection: The Oslo, Norway, attacks were two-pronged and designed to confuse first responders.2011Other (Other (popular science, discussion, etc.))
  • 28.
    Stern, Eric K.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Homeland Security and the Dark Side of Mother Nature2011Other (Other (popular science, discussion, etc.))
  • 29.
    Stern, Eric K.
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Saathoff, Gregory
    Crisis Leadership and Military Community Resilience2012In: Journal of Homeland Security and Emergency Management, ISSN 2194-6361, E-ISSN 1547-7355, Vol. 9, no 2Article in journal (Other academic)
    Abstract [en]

    This paper takes the current all hazards (with a special emphasis on the CBRNE) threat picture to military installations within and outside of the continental United States and their associated military communities, as well as evolving patterns of community vulnerability and changing preparedness concepts (community resilience, whole of community), as a point of departure for re-examining strategic leadership challenges (Boin et al, 2005) associated with crisis management and community-resilience development. The paper identifies two key modes of response to pervasive threat to military communities: evacuation and shelter in place. Both academic research and practical planning in both the civilian and military realms have tended to focus on evacuation to the relative neglect of shelter-in-place. The paper examines the pros and cons of each mode of response. While traditional shelter-in-place concepts have significant limitations, many of these are transcended by state of the art community-shielding strategies which provide a more robust and enhanced form of sheltering-in place. In fact, community shielding provides a potentially superior alternative in many contingencies in terms of force protection, mission assurance, and continuity of operations. The paper concludes with an agenda for improving the resilience (and crisis management) capacity of military communities.

  • 30.
    Stern, Eric
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Sundelius, Bengt
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Nohrstedt, Daniel
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Hansén, Dan
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Newlove, Lindy
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    't Hart, Paul
    Swedish National Defence College.
    Crisis Management in Transitional Democracies: The Baltic Experience2002In: Government and Opposition, ISSN 0017-257X, E-ISSN 1477-7053, Vol. 37, no 4, p. 524-550Article in journal (Refereed)
  • 31.
    Young, Stephanie
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Stern, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Assessment Report on EU-wide Pandemic Vaccine Strategies2010Report (Other academic)
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