Suchergebnisse

Depuis son apparition en janvier 2016 par la voix du président de la Commission européenne de l'époque, Jean-Claude Juncker, le concept de polycrise se diffuse de plus en plus dans les analyses des observateurs de notre monde. Confrontées à des crises sanitaires, économiques, climatiques, énergétiques, géopolitiques…, nos sociétés font face à des défis multidimensionnels qui nécessitent, de la part des décideurs institutionnels, politiques, économiques, qu'ils revoient leurs grilles de lecture du monde, et adaptent leurs outils pour y faire face. Conjoncturelles ou structurelles, résultant de chocs brutaux ou qui auraient pu être anticipés, ces crises les percutent de toutes parts, plongent les acteurs et citoyens dans l'inconnu et, parfois, dans un grand désarroi. Que faire dans ce nouveau contexte ? Patrick Lagadec, grand spécialiste de la prévention et du pilotage en contexte de crise, revient ici sur cette nouvelle donne. À l'occasion de la parution d'un ouvrage destiné à ces « sociétés déboussolées », il propose, à la lumière de son expérience et des divers acteurs qu'il a croisés ou accompagnés, des pistes pour réfléchir, agir et se réinventer pour « naviguer dans le chaotique ». S.D.

La maîtrise des risques, la planification de crise sont assurément des activités sérieusement conduites. Mais à une condition : qu'il n'y ait pas de questionnement obligeant à sortir des territoires convenus. L'interrogation hors cadre, non tolérable, se heurte à des refus de grande vigueur. Et c'est ainsi que se construisent les échecs majeurs, moins difficiles à supporter que la question, et ceux qui s'aventurent à poser la question. Un soulagement payé au prix fort.

'When ignorance is bliss, 'tis folly to be wise'. After three decades in crisis territory, working with academics and decision‐makers alike, I hold Thomas Gray's aphorism to be the most commonly held bottom line: When dealing with risks and crises, never take any risk, stay far away from any unknown. Meeting with someone who infringes on this 'sacred' predilection is extremely inspiring. Todd LaPorte is one such character, open to questioning, never stunned by the idea that there could be more things in complex systems and crisis territories than our basic philosophy can accept. Pressure is high to conform, but courage is vital to meet the uncharted challenges of modern crises. Todd LaPorte's intellectual courage is a lesson for all.

Our current system for homeland security does not provide the necessary framework to manage the challenges posed by 21st‐Century catastrophic threats. The Federal Response to Hurricane Katrina–Lessons Learned
The White House (2006, 52)
AbstractCrises in the twenty‐first century differ—structurally—from those we had to deal with in the last century. Crises of the twentieth century were traditionally defined and handled as a combination of "threat, urgency, and uncertainty." Today, crises are better described in terms of a destruction of vital references and a dynamic of systemic implosions. If crises were once a type of severe, dynamic accident, they are now the essential mode of life in our hypercomplex systems. These transboundary crises mark a watershed between mind‐sets and tools of the past, and the new strategic landscape that we are now in. The intellectual and governance challenges are extreme. But looking back is not an option. It is vital to forge new routes into Terrae Incognitae. The goal of this article is to help build (1) a renewed understanding of the emerging challenges we face; and (2) a better strategic response to these systemic dislocations.

Hurricane Katrina has led to three main inquiries: House of Representatives, the White House, the Senate. This study examines the first of these reports. As previously done on other official inquiry reports, the goal is to determine and clarify the key factual finding and the most stimulating lessons for the handing and steerage of such off-the-scale events. Moreover, whenever it seems relevant, we try to extend the reflection offered by the report to help prepare for unconventional crises. ; Le cyclone Katrina a donné lieu, notamment, à trois grandes enquêtes : Chambre des Représentants, Maison-Blanche, Sénat. Nous proposons ici un premier travail sur le rapport de la Chambre des Représentants. Comme précédemment, sur d'autres productions de commissions d'enquête, le principe est de rendre compte des éléments les plus riches, en termes d'information factuelle, d'enseignements pour le pilotage de pareils événements. Il s'agit aussi, à chaque fois qu'il apparaîtra pertinent et possible, de tenter de prolonger la réflexion proposée pour nous préparer aux crises non conventionnelles.

Hurricane Katrina has led to three main inquiries: House of Representatives, The White House, the Senate. This study examines the second of these reports. As previously done on other official inquiry reports, the goal is to determine and clarify the key factual findings and the most stimulating lessons for the handling and steerage of such off-the-scale events. Moreover, whenever it seems relevant, we try to extend the reflection offered by the report to help prepare for unconventional crises. ; Le cyclone Katrina a donné lieu, notamment, à trois grandes enquêtes : Chambre des Représentants , Maison-Blanche, Sénat. Nous proposons ici un deuxième travail sur le rapport de la Maison-Blanche. Comme précédemment, sur d'autres productions de commissions d'enquête, le principe est de rendre compte des éléments les plus riches, en termes d'information factuelle, d'enseignements pour le pilotage de pareils événements. Il s'agit aussi, à chaque fois qu'il apparaîtra pertinent et possible, de tenter de prolonger la réflexion proposée pour nous préparer aux crises non conventionnelles.

Hurricane Katrina has led to three main inquiries: House of Representatives, The White House, the Senate. This study examines the second of these reports. As previously done on other official inquiry reports, the goal is to determine and clarify the key factual findings and the most stimulating lessons for the handling and steerage of such off-the-scale events. Moreover, whenever it seems relevant, we try to extend the reflection offered by the report to help prepare for unconventional crises. ; Le cyclone Katrina a donné lieu, notamment, à trois grandes enquêtes : Chambre des Représentants , Maison-Blanche, Sénat. Nous proposons ici un deuxième travail sur le rapport de la Maison-Blanche. Comme précédemment, sur d'autres productions de commissions d'enquête, le principe est de rendre compte des éléments les plus riches, en termes d'information factuelle, d'enseignements pour le pilotage de pareils événements. Il s'agit aussi, à chaque fois qu'il apparaîtra pertinent et possible, de tenter de prolonger la réflexion proposée pour nous préparer aux crises non conventionnelles.

Hurricane Katrina has led to three main inquiries: House of Representatives, the White House, the Senate. This study examines the first of these reports. As previously done on other official inquiry reports, the goal is to determine and clarify the key factual finding and the most stimulating lessons for the handing and steerage of such off-the-scale events. Moreover, whenever it seems relevant, we try to extend the reflection offered by the report to help prepare for unconventional crises. ; Le cyclone Katrina a donné lieu, notamment, à trois grandes enquêtes : Chambre des Représentants, Maison-Blanche, Sénat. Nous proposons ici un premier travail sur le rapport de la Chambre des Représentants. Comme précédemment, sur d'autres productions de commissions d'enquête, le principe est de rendre compte des éléments les plus riches, en termes d'information factuelle, d'enseignements pour le pilotage de pareils événements. Il s'agit aussi, à chaque fois qu'il apparaîtra pertinent et possible, de tenter de prolonger la réflexion proposée pour nous préparer aux crises non conventionnelles.

Unbelievable", "unthinkable", "inconceivable" the 21st century opens a new era in the field of risk and crisis management. Recent crises, including the unconventional "9/11" terrorist attacks, swift world-wide contamination by the SARS virus, continental blackouts which can occur within the space of a few seconds, the continent-wide effects of a tsunami in unstable geopolitical zones, all seem to differ fundamentally from the seminal cases which gave birth to crisis management studies in the 80s - the tampering of Tylenol being the founding stone of the discipline. The trend seems to be accelerating, so that crises today are increasingly global, intertwined and "non text-book" events. The contents of the established crisis tool kit: risk analysis models, crisis management tools, text-book techniques, organisational check-lists and communication rules all seemed meritorious. Rightly so, because the lessons of the past still have their place. Failure to take them into consideration can ensnare any attempt at crisis management into the increasing complexities of the emerging crisis world, with potentially disastrous results. However, rear view mirror management is no solution, the discipline must move forwards. As observed by foresighted military strategists, the warning is clear: "do not prepare to fight the last war". This contribution aims to clarify the issue, identify the traps and outline some creative lines of response and initiative

Unbelievable", "unthinkable", "inconceivable" the 21st century opens a new era in the field of risk and crisis management. Recent crises, including the unconventional "9/11" terrorist attacks, swift world-wide contamination by the SARS virus, continental blackouts which can occur within the space of a few seconds, the continent-wide effects of a tsunami in unstable geopolitical zones, all seem to differ fundamentally from the seminal cases which gave birth to crisis management studies in the 80s - the tampering of Tylenol being the founding stone of the discipline. The trend seems to be accelerating, so that crises today are increasingly global, intertwined and "non text-book" events. The contents of the established crisis tool kit: risk analysis models, crisis management tools, text-book techniques, organisational check-lists and communication rules all seemed meritorious. Rightly so, because the lessons of the past still have their place. Failure to take them into consideration can ensnare any attempt at crisis management into the increasing complexities of the emerging crisis world, with potentially disastrous results. However, rear view mirror management is no solution, the discipline must move forwards. As observed by foresighted military strategists, the warning is clear: "do not prepare to fight the last war". This contribution aims to clarify the issue, identify the traps and outline some creative lines of response and initiative