Crisis management / edited by Arjen Boin.

Formerly CIP. Uk

Includes bibliographical references.

Volume One, Causes and Dynamics - - 1.From Industrial Society to the Risk Society. - - 2. Existential Risk. - - 3.Globalizing an Agenda for Contingencies and Crisis Management: An Editorial Statement. - - 4.The Contribution of Latent Human Failures to the Breakdown of Complex Systems. - - 5.The Organizational and Interorganizational Development of Disasters. - - 6.The ``Logic'' of Organizational Irrationality. - -7.A Strawman Speaks Up: Comments on The Limits of Safety. - - 8. Complexity, Tight-Coupling and Reliability: Connecting Normal Accidents Theory and High Reliability Theory - - 9. The Trickle-Down Effect: Policy Decisions, Risky Work, and the Challenger Tragedy. - - 10.The Vulnerable System: An Analysis of the Tenerife Air Disaster. - -11.The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster.- - 12.Chaos in the Underground: Spontaneous Collapse in a Tightly-Coupled System. - - 13.Understanding Prison Riots: Towards a Threshold Theory. - - 14.From `Normal Incidents' to Political Crises: Understanding the Selective Politicization of Policy Failures. - -15.The Future is Not the Past Repeated: Projecting Disasters in the 21st Century from Current Trends. - - 16. Emergent Groups in Established Frameworks: Ottawa Carleton's Response to the 1998 Ice Disaster. - - 17.Rethinking Security: Organizational Fragility in Extreme Events. - - 18. Understanding the French 2003 Heat Wave Experience: Beyond the Heat, a Multi-Layered Challenge. - - Part II: Challenges of Crisis Management. - -19. Ten Research Derived Principles of Disaster Planning. - -20.Towards the Development of a Standard in Emergency Planning. - -21. Preparedness for Emergency Response: Guidelines for the Emergency Planning Process. - - Volume two. Challenges of Crisis Management (Continues) - - 22.Reframing Crisis Management. - -23. Toward a Systemic Crisis Management Strategy: Learning from the Best Examples in the US, Canada and France. - - 24. Disaster Crisis Management: A Summary of Research Findings. - - 25.Working in Practive but Not in Theory: Theoretical Challenges of ``High-Reliability Organizations''. - -26. State Behavior in International Crisis: A Model. - - 27.Crisis Simulations: Exploring Tomorrow's Vulnerabilities and Threats. - -28. Bridging the Two Cultures of Risk Analysis. - - 29. Homeland Security Warnings: Lessons Learned and Unlearned. - -30. Blindsided? September 11 and the Origins of Strategic Surprise. - -31.Governing by Looking Back: Historical Analogies and Crisis Management. - - 32.Toxic Fear: The Management of Uncertainty in the Wake of the Amsterdam Air Crash. - -33. Some Consequences of Crisis Which Limit the Viability of Organizations. - -34. Crisis Decision Making: The Centralization Thesis Revisited. - -35.Experts and Decision Makers in Crisis Situations. - - 36.Designs for Crisis Decision Units. - - 37.Indicators of Stress in Policymakers during Foreign Policy Crises. - - 38.The Nature and Conditions of Panic. - -39.Organizational Adaptation to Crises: Mechanisms of Coordination and Structural Change. - - 40.The Bureau-Politics of Crisis Management. - -41.Contingent Coordination: Practical and Theoretical Puzzles for Homeland Security. Volume 3. - - -no.42.Public Leadership in Times of Crisis: Mission Impossible?. - -43. Foot-and-Mouth 2001: The Politics of Crisis Management. - - 44.Organizing for High Reliability: Processes of Collective Mindfulness. - - 45.Elements of Resilience after the World Trade Center Disaster: Reconstituting New York City's Emergency Operations Centre.- - 46. Symbols, Rituals and Power: The Lost Dimensions of Crisis Management. - -47.Symbols, Rituals and Power: The Lost Dimensions of Crisis Management. - -48.Learning under Pressure: The Effects of Politicization on Organizational Learning in Public Bureaucracies. - -49.Scapegoats, Villains, and Disasters. - - 50.Toward a Politics of Disaster: Losses, Values, Agendas, and Blame. - - 51.The Risk Game and the Blame Game. - - 52.Overview: Cris