BLHV 250 01, Crisis Management Fall 2014 Preliminary Syllabus (Subject to Revision) Updated June 23, 2014 Instructor: Michael Fanning, M.S. Adjunct Lecturer [email protected] Office Phone: 202-687-8024 Office Location: Room G-07, Healy Hall, 37th & O Streets, NW 20057 Class Meetings: Thursdays 6:30-9:00 PM on Main Campus. Classroom TBD. Course Description: The focus of this course is to provide students with an understanding and overview of crisis management and the constituent elements and implications of crises that professionals may face on the personal, work, local, regional, national or international levels. Students will learn how to recognize, react and manage through critical thought, awareness and understanding of lessons learned from past crises, resulting best management practices and emerging awareness and planning for “what’s next.” Derived from the ancient Greek word “krisis” (which means decision), a crisis is any event that is – or is expected to become – an unstable and dangerous situation affecting an individual, group, community or society. Crises are determined to be negative changes in the security, economic, political, societal or environmental affairs, whether they occur abruptly and with little or no warning or if they are slow developing and with plenty of advance notification. Recognizing, understanding and managing crises are critical, valuable and rare skills in a world increasingly punctuated by life-defining man-made events (terrorist, criminal, political or economic) or natural emergencies (hurricanes, earthquakes, pandemic, etc.). In this class, students will learn the unifying elements and novelties surrounding crisis events, elements and integration of crisis management planning, techniques and structures, various individual and group leadership challenges, potential pitfalls and opportunities, and participate in a crisis management tabletop exercise that simulates a pandemic flu event. Nearly every class will focus on one or more cases that will serve as the basis of an event-based discussion that will lead to potential implications for the concepts and theories. This inductive approach will serve as a catalyst for ideas and commentary about those ideas that emerge from the cases. Learning Objectives: 1. Demonstrate knowledge and understanding of elements and characteristics of crisis management, including crisis management terms, structures and relevant U.S. laws and regulations This will be documented and demonstrated by participation in class discussions, weekly written reactions to assigned readings submitted prior to class discussion, the midterm examination, a paper on “Critiquing Management of Recent or Ongoing Crisis,” a Crisis Management Plan project, and by the midterm and final examinations. 2. Recognize the existence and attributes of an emerging crisis, structure an appropriate crisis response and adapt it to new and changing situations. This will be documented and demonstrated by participation in class discussions, weekly written reactions to assigned readings submitted prior to class discussion, especially the 1992 Los Angeles Riots, Baltimore Tunnel Fire in 2001, 9/11 Pentagon Emergency, Anthrax Crisis and the U.S. Postal Service and SARS in Toronto Case Studies. This also will be documented and demonstrated by a paper on “Critiquing Management of Recent or Ongoing Crisis,” a Crisis Management Plan project and by the midterm and final examinations. 3. Recognize common issues and novel situations in crisis management events, make appropriate mitigation plans, identify necessary resources and develop various response paradigms. This will be documented and demonstrated by participation in class discussions, weekly written reactions to assigned readings submitted prior to class discussion. This also will be documented and demonstrated by a paper on “Critiquing Management of Recent or Ongoing Crisis,” a Crisis Management Plan project, and by the midterm and final examinations. 4. Identify how and why some leaders in crises succeed gloriously and others fail miserably, and learn which behaviors and management styles are appropriate to various crises. This will be documented and demonstrated by participation in class discussions, weekly written reactions to assigned readings submitted prior to class discussion, a paper on “Critiquing Management of Recent or Ongoing Crisis,” and by the midterm and final examinations. 5. Participate and analyze in crisis management scenarios to test group dynamics and understanding of crisis pressures. This will be documented and demonstrated by participation in class discussions, weekly written reactions to assigned readings submitted prior to class discussion, participation in a pandemic flu tabletop exercise and a “groupthink” scenario, and by the midterm and final examinations. 6. Identify how and why groups fall victim to cultural bias and groupthink and evaluate ways to avoid them. This will be documented and demonstrated by participation in class discussions, weekly written reactions to assigned readings submitted prior to class discussion, especially the Challenger and Unethical Behavior Case Studies, participate in a “groupthink” simulation and by the midterm and final examinations. 7. Develop a Crisis Management Plan This will be documented and demonstrated by completion of a final project which requires development of a crisis management plan, integrating these concepts in the participation in class discussions, weekly written reactions to assigned readings, class discussions, a paper on “Critiquing Management of Recent or Ongoing Crisis,” creating a Crisis Management Plan project, and by the midterm and final examinations. Textbooks and Principal Readings: “Managing Crises: Responses To Large-Scale Emergencies” (Book) Arnold M. Howitt and Herman B. Leonard 2009 Eight case studies – 1993 Los Angeles Riots, Baltimore Tunnel Fire, 9-11 Pentagon Emergency, Anthrax Crisis and the U. S. Postal Service, SARS in Toronto, Hurricane Floyd Evacuation and two Hurricane Katrina cases – are found in the Howitt and Leonard book. “Surprise!” (Book) Dave Baiocchi and D. Steven Fox 2013 “The Crisis Manager: Facing Disaster, Conflicts and Failures” (Book) Otto Lerbinger 2012 “Leadership in Crisis: Ernest Shackleton and the Epic Voyage of the Endurance” Harvard Case Study Nancy Koehn, Erica Helms and Phillip Mead 2003 “Group Process in the Challenger Launch Decision” Harvard Case Study Amy C. Edmondson and Laura R. Feldman 2002 “Rudy Giuliani: The Man and His Moment” Harvard Case Study Hannah Riley and Taiya Smith 2003 “Blind Spots: The Roots of Unethical Behavior in Life and Work” Harvard Case Study Max Bazerman 2011 “Preliminary Thoughts on Boston Marathon Bombing” (article) Howitt and Leonard April 20, 2013 Class Schedule Class Week Principal Topics Assignments & Learning Activities August 28 Introduction to course ”Managing Crises,” Read Preface, p. 1-12, 131-136 and to each other. Read “Introduction to the Case Study Method” What is a Crisis? Who http://www.uiweb.uidaho.edu/ag/agecon/391/casestudmeth.html Manages Crises? Read Daily Updates from FEMA (Federal Emergency Management How to Use Case Studies. Agency) Operations, CIDRAP (Center for Infectious Disease Research & Policy), EMI (Emergency Management Institute) September 4 Leadership in Crisis: Watch “40th Anniversary of the Cuban Missile Crisis” and “JFK 50: His Rising (or Falling) to the Finest Hour” videos at http://www.cubanmissilecrisis.org/for- Occasion, Dealing with educators/video-resources/ Surprise -- Bay of Pigs vs. Cuban Missile Crisis, Day Read “The Day Regan Was Shot,” Richard V. Allen, Forbes Magazine, Reagan Was Shot, 9/11 Feb. 4, 2011. Read http://www.theatlantic.com/magazine/archive/2001/04/the- day-reagan-was-shot/308396/ Read “Rudy Giuliani: The Man and His Moment” Harvard Case Study, Hannah Riley and Taiya Smith, 2003 Read Daily Updates from FEMA Operations, CIDRAP, and EMI. September 11 Leadership in Crisis – Read “Leadership in Crisis: Ernest Shackleton and the Epic Voyage of What is Success in a the Endurance” Harvard Case Study, Nancy Koehn, Erica Helms and Changing Crisis? Phillip Mead, 2003 Read “Who Was the Best Leader During Hurricane Sandy?” http://www.forbes.com/sites/susanadams/2012/11/21/who-was- the-best-leader-during-hurricane-sandy/ Watch YouTube videos “Chris Christie’s Emotional Response to the Damage From Hurricane Sandy,” http://www.youtube.com/watch?v=yXSkYjFP0vE “Chris Christie Thanks President Obama for His Leadership During Hurricane Sandy Response,” http://www.youtube.com/watch?v=U4-Av7NwfEo Read “Surprise!,” p. 1-79 Read Daily Updates from FEMA Operations, CIDRAP, and EMI. September 18 Crisis Management Read “The Crisis Manager,” Chapters 1-3. Planning Read “1992 Los Angeles Riots” Harvard Case Study, “Managing Structuring Crisis Crises,” p. 137-200 Response – 1992 Los Angeles Riots Read “April 29, 1992: Riots Erupt in Los Angeles” http://www.history.com/this-day-in-history/riots-erupt-in-los-angeles Read “Los Angeles Riots Fast Facts” http://www.cnn.com/2013/09/18/us/los-angeles-riots-fast-facts/ Watch “ LA Riots 1992” YouTube videos http://www.youtube.com/watch?v=P43WZd611WA Read Daily Updates from FEMA Operations, CIDRAP, and EMI. September 25 Structuring Crisis Read “Baltimore Tunnel Fire in 2001,” Harvard Case Study, “Managing Response – 2001 Crises”, p. 201-233 Baltimore Tunnel Fire Read “Howard Street Tunnel Fire Report,” U.S. Department of Transportation, July 2002, http://ntl.bts.gov/lib/jpodocs/repts_te/13754.html Watch video http://www.wyff4.com/news/Balitmore-Train-