Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity
The acute threat of internationally driven and homeland-directed terrorism has changed the rules and expectations for governmental action, interaction, and willpower. Unprecedented coordination of resources, information, and expertise is required in the face of new hazards emanating from an elusive...
| Main Authors: | , , |
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| Format: | Working Paper |
| Language: | en_US |
| Published: |
Center for Public Leadership
2010
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| Subjects: | |
| Online Access: | http://hdl.handle.net/1721.1/55934 |
| _version_ | 1826195972743495680 |
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| author | Dorn, Barry C. Henderson, Joseph M. Marcus, Leonard J. |
| author_facet | Dorn, Barry C. Henderson, Joseph M. Marcus, Leonard J. |
| author_sort | Dorn, Barry C. |
| collection | MIT |
| description | The acute threat of internationally driven and homeland-directed terrorism has changed the rules and expectations for governmental action, interaction, and willpower. Unprecedented coordination of resources, information, and expertise is required in the face of new hazards emanating from an elusive and a yet active and well-organized network of hostile terrorist cells (Danzig, 2003). While the period since 9/11 has witnessed a spate of governmental reorganization and restructuring—the most visible in
the speedy formation of the Department of Homeland Security and the 9/11 Commission recommended revamping of intelligence agencies1 (National Commission on Terrorist Attacks, 2004)—the hoped for change in behavior and impact has lagged far behind shifts in organizational form and mandate2 (Mintz, 2005). This reluctance to change is alarming given the enormity of the immediate terrorist danger and the consequences of less-than-optimal prevention, emergency preparedness, and response. How can this
resistance to change be understood, and what can be done strategically to accelerate realization of full national preparedness potential? |
| first_indexed | 2024-09-23T10:18:46Z |
| format | Working Paper |
| id | mit-1721.1/55934 |
| institution | Massachusetts Institute of Technology |
| language | en_US |
| last_indexed | 2024-09-23T10:18:46Z |
| publishDate | 2010 |
| publisher | Center for Public Leadership |
| record_format | dspace |
| spelling | mit-1721.1/559342019-04-10T22:18:16Z Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity Dorn, Barry C. Henderson, Joseph M. Marcus, Leonard J. hks leadership cpl kennedy school national emergency emergency meta-leadership crisis management The acute threat of internationally driven and homeland-directed terrorism has changed the rules and expectations for governmental action, interaction, and willpower. Unprecedented coordination of resources, information, and expertise is required in the face of new hazards emanating from an elusive and a yet active and well-organized network of hostile terrorist cells (Danzig, 2003). While the period since 9/11 has witnessed a spate of governmental reorganization and restructuring—the most visible in the speedy formation of the Department of Homeland Security and the 9/11 Commission recommended revamping of intelligence agencies1 (National Commission on Terrorist Attacks, 2004)—the hoped for change in behavior and impact has lagged far behind shifts in organizational form and mandate2 (Mintz, 2005). This reluctance to change is alarming given the enormity of the immediate terrorist danger and the consequences of less-than-optimal prevention, emergency preparedness, and response. How can this resistance to change be understood, and what can be done strategically to accelerate realization of full national preparedness potential? 2010-06-17T16:52:35Z 2010-06-17T16:52:35Z 2005-01-03 Working Paper http://hdl.handle.net/1721.1/55934 en_US Center for Public Leadership Working Paper Series;05-03 Attribution-Noncommercial-No Derivative Works 3.0 United States http://creativecommons.org/licenses/by-nc-nd/3.0/us/ application/pdf Center for Public Leadership |
| spellingShingle | hks leadership cpl kennedy school national emergency emergency meta-leadership crisis management Dorn, Barry C. Henderson, Joseph M. Marcus, Leonard J. Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity |
| title | Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity |
| title_full | Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity |
| title_fullStr | Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity |
| title_full_unstemmed | Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity |
| title_short | Meta-Leadership and National Emergency Preparedness: Strategies to Build Government Connectivity |
| title_sort | meta leadership and national emergency preparedness strategies to build government connectivity |
| topic | hks leadership cpl kennedy school national emergency emergency meta-leadership crisis management |
| url | http://hdl.handle.net/1721.1/55934 |
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