Purpose - This paper aims to develop a theoretical understanding of how multiple crisis experience affects preparedness issues, and how the learning potential of municipal crisis experience can be developed. The focus is on municipal decision-makers.
Design/methodology/approach - Two group interviews were conducted with a total of 13 municipal Chief Officers and Politicians. Data were analysed by a grounded theory approach.
Findings - A theoretical model is presented, which includes both managers' views on their experiences related to preparedness and how development/revision of crisis can be explained. Experiences are not entirely positive or negative. Managers have developed a good preparedness in some aspects but they are also conscious about shortcomings in their preparedness. The model includes: level one, primary assessments, including strengths and limitations; and level two, reflection, where difficult choices and dilemmas faced are recalled, and future concerns are expressed.
Research limitations/implications - The sample is small and range of experience is limited, since both municipalities studied have been fairly successful in their crisis management.
Practical implications - The findings can be used to develop evaluation and application of crisis experience by individuals and in the crisis management system, and to develop exercises.
Originality/value - The empirical data resulting from this study show the complexity in crisis experience, the need for better evaluation and the value of group reflection in evaluation.