KriseKompasset

In this episode, we explore Chapter 17 of the anthology Crisis Management edited by Tore Hafting (2017), written by Kåre Ellingsen. This chapter critically examines the effectiveness of Risk and Vulnerability Analyses (ROS-analyses) mandated by Norwegian civil protection law, questioning whether they genuinely support decision-making or if they risk becoming symbolic "paper tigers."We discuss:The "Paper Tiger" concept: Risk assessments that look impressive but offer little practical value.Black Swan events: Rare, unexpected crises with severe consequences that traditional ROS-analyses struggle to predict.Challenges of current ROS methodology: Heavy reliance on probability and consequence matrices ("Boston squares").Operational barriers: Why poor ROS-analysis leads to poor preparedness planning.Importance of uncertainty: Criticism of traditional risk definitions for downplaying uncertainty.Alternative approaches: Moving beyond probability-consequence models to focus on vulnerability, resilience, and value-threat analysis.Real-life case studies: Analysis of municipal preparedness related to landslides, terrorism, and climate-related events.Gaps in implementation: Differences in quality between municipal ROS-analyses and their real-world operationalization.Strengthening local resilience: Why municipalities must foster community engagement, awareness, and robust handling capacity.This episode highlights that effective municipal preparedness requires moving beyond static risk assessments and investing in resilient communities capable of rapid adaptation and response.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Kåre Ellingsen, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 16 of the anthology Crisis Management edited by Tore Hafting (2017), written by Tor-Olav Nævestad. This chapter examines safety management in companies transporting dangerous goods by road and explores what ordinary freight companies can learn from them to improve safety.We discuss:Transport of dangerous goods: Why these companies have 70-80% lower accident risk compared to general freight transport.Organizational safety management: How combining formal structures and informal safety culture ensures lower accident rates.Safety culture: The role of leadership engagement, employee involvement, and open reporting systems.Case study comparison: Safety management practices in one dangerous goods company (Company A) vs. two ordinary freight companies (Companies B and C).Best practices identified:Extensive driver training and qualification routines.Risk analysis of critical operations.Clear procedures and systematic follow-up on incidents.Safety-focused reward systems and traffic behavior monitoring.Reporting culture for near-misses and unsafe conditions.Implications for ordinary transport companies: Lessons on proactive safety management, employee training, and leadership involvement.This episode highlights that systematic safety management, built on both structure and culture, significantly reduces accidents and creates safer working conditions, even in high-risk industries like dangerous goods transport.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Tor-Olav Nævestad, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 14 of the anthology Crisis Management edited by Tore Hafting (2017), written by Finn Frandsen and Winni Johansen. This chapter highlights an often overlooked but crucial aspect of crisis management: internal crisis leadership and communication. The authors draw on both theory and real-life case studies to explore how organizations manage communication with their employees during crises.We discuss:The evolution of crisis research: From focusing on external crisis communication to emphasizing the internal dimension.Internal stakeholders: Who they are, what makes them unique, and why their reactions are critical during crises.The SAS Dash 8 Q400 crisis (2007): A real-life example of internal crisis communication strategies in action.Sensemaking theory (Karl E. Weick): How employees and leaders interpret and create meaning during crises.The role of HR in crisis management: The strategic potential of HR in supporting employees before, during, and after crises.Integrated model of internal crisis communication: Combining stakeholder theory with crisis phase models.Key challenges and paradoxes: Centralized vs. decentralized communication, planning vs. improvisation, external vs. internal focus.The ICMCC Survey (2011): Insights from a Danish nationwide study on how organizations prepare and handle internal crisis communication.Practical tools and methods: Internal spokespersons, communication plans, training, and fostering a crisis-resilient organizational culture.This episode emphasizes that effective crisis management must look inward as well as outward. Internal communication is essential for maintaining trust, motivation, and performance among employees during turbulent times.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Finn Frandsen, Winni Johansen, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 15 of the anthology Crisis Management edited by Tore Hafting (2017), written by Even Fallan. The chapter provides valuable insights into how companies strategically use environmental reporting to handle crises following environmental disasters. It focuses on the infamous cases of the Bhopal disaster (1984) and the Exxon Valdez oil spill (1989) to illustrate how corporate environmental reporting is used to maintain legitimacy and manage reputational risk after catastrophic events.We discuss:What are environmental disasters?The Bhopal and Exxon Valdez cases: Impact, corporate responses, and financial consequences.Strategic environmental reporting: How companies use communication to maintain legitimacy after a disaster.Legitimacy theory: How organizations seek to align with societal norms and expectations to survive crises.Environmental reporting strategies: Different approaches companies use based on Lindblom's four legitimacy strategies.Challenges in environmental reporting: Lack of transparency, selective reporting, and the dominance of positive information.The role of the media: How media attention impacts corporate environmental reporting.Research findings: How environmental reporting increases significantly after environmental disasters, both for the directly involved companies and for others within the same industry.Lessons learned: Why environmental reporting should not only be seen as a regulatory requirement but also as a strategic tool in crisis management.This episode highlights that environmental disasters are not only ecological tragedies but also communication crises, and that environmental reporting often becomes a crucial part of a company’s survival strategy.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Even Fallan, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 13 of the anthology Crisis Management edited by Tore Hafting (2017), written by Claudia Baisini and Erik Bjurström. This thought-provoking chapter dives into the foundational role of language in crisis coordination and questions common assumptions about communication in multi-organizational emergency settings.We discuss:The limits of standardization: Why traditional command-and-control language systems may fail in multicultural and multi-agency crisis responses."Thick concepts" and conceptual schemes: What they are and how they shape communication, interpretation, and action.Examples of linguistic misunderstanding: How terms like "brave" can lead to radically different actions depending on the cultural or organizational context.The danger of conceptual boxes: When shared terminology hides rather than reveals differences in meaning, leading to reduced reflection and critical thinking.Ethical language and evaluation: The intertwining of facts and values in key terms used in crisis settings.Wittgenstein and the grammar of crisis communication: Why language use must be tied to context and practice, not just to abstract definitions.The performative aspect of language: How language not only describes but also drives actions, often unconsciously.Practical implications for training: The need to raise awareness of linguistic nuance in joint exercises and cross-agency collaboration.Proposed strategy – untangling linguistic knots: A method for making implicit meanings explicit and fostering deeper understanding and cooperation.This episode emphasizes that language in crisis communication is never neutral—it carries values, assumptions, and action-guiding expectations. Recognizing and unpacking these elements is essential for improving coordination and collaboration in increasingly complex crisis environments.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Claudia Baisini, Erik Bjurström, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 12 of the anthology Crisis Management edited by Tore Hafting (2017), written by Marianne Jahre. The chapter focuses on logistics preparedness and response in humanitarian crises, offering a comprehensive view of what makes logistics the backbone of effective disaster relief. Drawing on real-world disasters such as the 2004 tsunami, the Haiti earthquake, and the Pakistan earthquake of 2005, Jahre illustrates both challenges and improvements in international humanitarian logistics.We discuss:What defines a humanitarian crisis? – The combination of vulnerability, risk, and lack of capacity.Types of disasters: Natural vs. man-made, fast-onset (e.g., earthquakes) vs. slow-onset (e.g., droughts).The global humanitarian system: Key actors such as the UN, Red Cross, NGOs, donors, and the affected populations.Why logistics matters: It accounts for up to 80% of humanitarian aid costs and directly impacts the effectiveness of aid delivery.The three phases of disaster logistics: Preparedness, response, and recovery—and how actions in each phase affect the next.The Sphere Standards: Minimum standards in humanitarian response for water, food, and shelter.Lessons from field operations: Coordination issues, unsolicited donations, infrastructure breakdown, and communication failures.Case study – 2005 Pakistan earthquake: A breakdown of how IFRC mobilized and improved after early setbacks.Strategic reform: Establishing regional logistics hubs and supply chain improvements post-2006.Research and innovation needs: Forecasting needs, procurement efficiency, environmental sustainability, and developing local capacity.This episode emphasizes that logistics is not just about trucks and warehouses—it is a strategic function that can mean the difference between life and death in a humanitarian crisis.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Marianne Jahre, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 11 of the anthology Crisis Management edited by Tore Hafting (2017), written by Morten Bøås. The chapter addresses the deep challenges faced by fragile states and the international community's efforts to intervene and assist through state-building and crisis management. Drawing on decades of field experience and empirical cases, Bøås examines why some crises escalate and persist in vulnerable states, and what hinders effective international responses.We discuss:What defines a fragile state? – Lack of legitimacy, weak institutions, contested sovereignty, and vulnerability to both man-made and natural crises.State capacity and crisis resilience: How institutional strength and public trust determine the ability to prevent or manage crises.Challenges of international interventions: From peacekeeping to nation-building, and the frequent mismatch between Western models and local realities.Liberal interventionism: The logic of democratic peace theory and its role in shaping global crisis response strategies.Empirical examples: DR Congo, Mali, Liberia, Libya, Iraq, and Afghanistan as cases of mixed results in peace operations and state-building.The paradox of peacekeeping economies: How peace operations often operate in isolation from local populations, creating parallel societies.Issues of ownership and legitimacy: Why reforms imposed from the outside often fail to take root in societies governed by patrimonial and informal systems.Lessons from history: European state-building as a long, violent, and locally rooted process—can it be replicated by external actors?Climate and migration pressures: How environmental degradation and demographic shifts complicate crisis response and stability.The path forward: The need for more context-sensitive, long-term, and participatory international engagements.This episode underscores that crisis management in fragile states must go beyond short-term security operations and address the underlying political, economic, and social fragilities that fuel conflict and state failure.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Morten Bøås, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 10 of the anthology Crisis Management edited by Tore Hafting (2017), written by Bjørn Olav Knutsen. The chapter analyzes the evolving relationship between Europe and the United States within NATO, and how changes in global security dynamics have challenged Europe's ability to exercise strategic autonomy.We discuss:The geopolitical backdrop: Russian annexation of Crimea, Brexit, and the Trump presidency as key events influencing European security.Strategic autonomy in the EU: What it means for Europe to be able to act independently in foreign and security policy.NATO as a hegemonic alliance: The historic dominance of the U.S. and its impact on European crisis leadership.Financial and structural challenges: How economic constraints and fragmented defense capabilities hinder Europe's strategic goals.The rise of Asia: U.S. pivot to Asia and the implications for European defense responsibilities.Crisis leadership mechanisms in NATO: The role of the North Atlantic Council (NAC), and the Readiness Action Plan (RAP) as a response to Russian aggression.Germany's emerging leadership: How Berlin has taken a central role in operationalizing reforms and strengthening NATO's eastern flank.Institutional dualism: How NATO and the EU divide tasks between collective defense and diplomatic crisis management.The Ukraine crisis: A case study illustrating Europe's struggle—and need—for coordinated crisis response and autonomy.This episode emphasizes that for NATO to maintain its effectiveness, Europe must increase its strategic autonomy, particularly in the face of American retrenchment and rising multipolarity in international politics.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Bjørn Olav Knutsen, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 9 of the anthology Crisis Management edited by Tore Hafting (2017), written by Stig Holen and Bjørn T. Bakken. This chapter examines how individual psychological factors influence crisis decision-making, especially under stress and time pressure. It introduces concepts such as cognitive style, personality traits, stress responses, and decision-making performance based on empirical research and theoretical models.We discuss:Who makes crisis decisions? – The reality that many decision-makers in crises are not specially trained but are expected to act based on their ordinary leadership roles.Cognitive styles: Analytical vs. intuitive thinking and how each influences decision-making under pressure.The dual-process theory of decision-making: Combining intuition (fast, emotional) and analysis (slow, logical) for optimal crisis performance.Recognition-Primed Decision (RPD) Model: How experienced individuals quickly recognize effective solutions based on past patterns.The role of personality (Big Five model): How traits such as conscientiousness, openness, and emotional stability influence performance before, during, and after crises.Stress and crisis performance: Types of stress (acute, chronic, traumatic), their effects on cognition, and how personality and coping strategies moderate outcomes.Empirical studies: Simulated crisis experiments showing that individuals with a high degree of both intuitive and analytical thinking perform better.Cognitive versatility: The ability to switch between thinking styles may be more valuable than relying solely on one.Practical implications: How understanding individual differences can inform selection, training, and support of personnel in high-stakes roles.This episode highlights that crisis management is not only about systems and procedures—it also depends on who is making the decisions, their mental habits, personality traits, and ability to handle stress.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Stig Holen, Bjørn T. Bakken, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 8 of the anthology Crisis Management edited by Tore Hafting (2017), written by Stein Antonsen. This chapter presents an in-depth case study of the financial scandal in the energy company Troms Kraft, where fraudulent accounting at its Swedish subsidiary Kraft & Kultur resulted in severe financial losses. The analysis centers on why internal control mechanisms failed to prevent or detect the misconduct, and how internal control can be a crucial leadership tool in crisis prevention.We discuss:What happened at Troms Kraft? – A decade-long accounting manipulation was discovered in 2011, leading to a NOK 1.5 billion income discrepancy.The concept of internal control: Based on the COSO framework and its components—control environment, risk assessment, control activities, monitoring, and communication.The Pentagon Model (Schiefloe): Used to analyze structural, technological, cultural, relational, and interactional weaknesses that undermined internal control.Misconduct triangle: Motivation, opportunity, and rationalization as prerequisites for financial fraud.Leadership failure and toxic culture: How the CEO’s dominating leadership style and lack of competence contributed to manipulation and discouraged scrutiny.Board oversight issues: A passive board that relied entirely on management’s reports and replaced critical auditors.Red flags ignored: Discrepancies in income reporting, poor liquidity, and absence of documentation were not followed up.Structural issues in corporate governance: Aggressive expansion, inadequate reporting routines, and lack of internal networks.Lessons for internal control: The importance of independent oversight, ethical leadership, and a robust organizational culture that enables whistleblowing.This episode underscores that effective internal control is not just about systems—it requires engaged leadership, ethical awareness, and organizational structures that support transparency and accountability.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Stein Antonsen, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 7 of the anthology Crisis Management edited by Tore Hafting (2017), written by Erik Bjurström and Git Roxström. This chapter investigates the challenges of implementing radical innovations in crisis leadership. Drawing on their experiences from the international Multinational Experiment Series (MNE), the authors discuss why many high-potential innovations fail to be adopted in practice, despite solid theoretical foundations and promising experimental results.We discuss:The limits of conventional crisis leadership – Why established practices often resist change, even in the face of new threats and uncertainties.Planning for the unknown: The difficulty of preparing for crises that fall outside existing structures and routines.From analysis to implementation: How the gap between concept development and real-world application hinders progress in crisis management.The MNE experience: Insights from multinational crisis leadership experiments conducted from 2001–2012, involving up to 19 nations.The "Harmonization Marketplace" metaphor: A new way of thinking about leadership and decision-making in uncertain and socially complex environments.CD&E methodology (Concept Development & Experimentation): Its strengths, ambitions, and limitations in facilitating innovation.Barriers to innovation: Including organizational inertia, overreliance on technical systems, and lack of social trust and interaction.The practice trap: Why new frameworks and concepts often fail to influence real-world practices.The role of social interaction: Moving from centralized command to emergent collaboration in dynamic environments.Lessons from failure: How ignoring implementation undermines even the most promising innovations.This episode emphasizes that genuine innovation in crisis leadership must go beyond theory—it requires embedded implementation strategies, sensitivity to organizational culture, and openness to social learning and local adaptation.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Erik Bjurström, Git Roxström, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 6 of the anthology Crisis Management edited by Tore Hafting (2017), written by Bjørn Ivar Kruke. This chapter sheds light on a frequently overlooked aspect of crisis response: the essential role of the public. Drawing on real-life cases and research, Kruke argues that ordinary citizens often serve as the true first responders during the critical early minutes of a crisis.We discuss:What is a crisis? Definitions and typologies of crises based on predictability, speed, and scale.Crisis phases: Prevention, acute response, and recovery as a circular process of preparedness and adaptation.The "Golden Hour": The vital period immediately after a crisis where citizen action can save lives before professional responders arrive.Citizen capacities: Debunking myths of panic and helplessness; emphasizing altruism, local knowledge, and spontaneous action.Ethical and legal expectations: Laws that define the duty to assist, including the Penal Code, Traffic Act, and Health Personnel Act.The power of community: How social structures and strong local ties boost crisis resilience.Two models of crisis governance:The Military Model – centralized control, command, and order.The Problem-Solving Model – decentralized, cooperative, and rooted in local capabilities.Illustrative case studies:The 2014 wildfires in Midt-NorgeThe 2011 Lavangsdalen traffic accidentThe 2011 terrorist attacks in Oslo and UtøyaNorway's preparedness principles: Responsibility, Similarity, Proximity, Cooperation, and the informal Dugnadsprinsippet.Planning for citizen involvement: How to include public capacity in training, exercises, and emergency plans.This episode emphasizes that crisis preparedness must extend beyond professional responders to include the public, whose efforts in the early moments can make the difference between life and death.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Bjørn Ivar Kruke, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 3 of the anthology Crisis Management edited by Tore Hafting (2017), written by Gerry Larsson. This chapter focuses on the challenges faced by vulnerable personnel groups such as emergency responders, military personnel, firefighters, police officers, and social workers. It emphasizes the importance of leadership and comradeship as protective factors against stress and mental health issues, while also acknowledging how poor leadership and lack of social support can exacerbate stress.We discuss:Stressors faced by first responders and emergency personnel: Including traumatic events, ethical dilemmas, long-term stress accumulation, and exposure to acute danger.Psychological stress model by Richard Lazarus: How stress is interpreted based on personal perception of threats and the availability of coping resources.Coping mechanisms: Problem-oriented and emotion-oriented coping strategies.Normal and severe stress reactions: Including PTSD, depression, and other psychological consequences.Leadership models: Transformational leadership, Authentic leadership, and the Swedish developmental leadership model.Importance of supportive leadership: How empathy, guidance, and structured debriefings contribute to psychological recovery.Peer support and social coping: How camaraderie and mutual support can enhance resilience.Practical recommendations for leaders: Including structured debriefing sessions, identifying early warning signs, and providing adequate training and preparation.This episode emphasizes that effective leadership and strong social support systems are essential for promoting resilience and well-being among personnel groups exposed to high-stress environments.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Tore Hafting, Gerry Larsson, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Krisehåndrering. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 2 of the anthology Crisis Management edited by Tore Hafting (2017), written by Tore Hafting. The chapter uses the catastrophic fire at Grue Church in 1822 as a case study to illustrate the absence of crisis management and the consequences of lacking preparedness.We discuss:What happened during the Grue Church fire? – How the fire broke out during a service with between 600-700 people present, causing the deaths of 116 people, including 104 women and children.Causes of the disaster: The lack of crisis management, poor maintenance, inadequate evacuation routes, and cultural perceptions about blame and responsibility.Cultural and religious perspectives: How religious beliefs influenced how responsibility was assigned, with church leaders blaming the disaster on moral failings rather than structural inadequacies.Comparative analysis: Comparing the Grue Church fire to modern crises to understand the evolution of crisis management and preparedness.Lessons learned: How safety culture, leadership, and preparedness measures have improved in modern society to prevent similar disasters.This episode emphasizes that understanding historical disasters can provide valuable lessons for improving current crisis management practices.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Tore Hafting or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Krisehåndtering. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 1 of the anthology Crisis Management edited by Tore Hafting (2017), written by Tore Hafting. Crisis management has gained increased attention in recent years due to events such as terrorism, natural disasters, pandemics, financial crises, and the impact of social media. This chapter provides a foundational understanding of how organizations handle crises through both planning and action.We discuss:What is crisis management? – Leadership in extraordinary situations aimed at preventing, preparing for, learning from, and rebuilding after crises.Reducing damage: How organizations work to minimize physical, mental, and material harm.Adaptation and resilience: How changes in people, technology, organizations, and environments affect preparedness.Multidisciplinary perspectives: Psychological, sociological, economic, technological, and political viewpoints on crisis management.Applying knowledge: How new insights can enhance crisis management practices.This episode emphasizes that crisis management is a continuous process involving preparation, response, and learning, aimed at improving organizational resilience in the face of various threats.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Tore Hafting or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Krisehåndtering. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 5 of the anthology Crisis Management edited by Tore Hafting (2017), written by Renate Grønvold Bugge. This chapter focuses on how crises impact children and youth, and why it is essential to tailor interventions and preparedness specifically to their developmental needs and emotional responses. The author draws on both research and extensive field experience to present practical guidelines for safeguarding and supporting young people during and after critical incidents.We discuss:Unique needs of children and youth in crises: How emotional, cognitive, and physiological development shapes their reactions.Historical shift in understanding children's trauma: From neglect in the 1970s to today’s trauma-sensitive support models.Posttraumatic stress vs. grief: Why it matters to differentiate between them and tailor support accordingly.The importance of proximity to caregivers: Separation can intensify trauma; being with trusted adults helps reduce long-term effects.Psychological first aid: Eight actionable principles, including establishing safety, giving age-appropriate information, and linking with care providers.The role of symbolic continuity: Familiar objects, personal items, and rituals like viewings can help children regain a sense of security and connection.School and community involvement: How teachers, sports coaches, and local networks play crucial roles in follow-up and healing.Examples from national tragedies: Including experiences after the Utøya attack, Måbødalen bus crash, and other major incidents.Risks of neglecting youth communities: Unprocessed grief can lead to fragmentation, risk behavior, and lost educational opportunities.Importance of updated emergency plans: Institutions must integrate child- and youth-specific support measures into local crisis planning.This episode emphasizes that children and youth must be seen as primary next of kin in crises, and that properly designed interventions can significantly shape their long-term emotional outcomes.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Renate Grønvold Bugge, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 4 of the anthology Crisis Management edited by Tore Hafting (2017), written by Pål Ellingsen and Ole Jørgen Ranglund. This chapter addresses the rising challenge of violence and serious threats against frontline employees, such as those working in health and social services, and emphasizes the importance of leadership, planning, and a proactive organizational culture in preventing and managing such incidents.We discuss:The prevalence and impact of workplace violence and threats – with particular focus on healthcare workers and social service employees.Consequences of violence: Physical, psychological, and social effects for both the victim and their surroundings.Definitions of violence and threats – including physical, psychological, and material violence, and how they are experienced.Why violence is a workplace issue, not a personal one.The role of leaders in preparing the organization to handle potential violent incidents through systematic safety and mental preparedness.Preventive strategies: Including dialogue-based leadership, colleague support systems, conflict resolution training, and a culture for mutual respect and feedback.The importance of recognizing the individual: Reflections on leadership and the relational dimension in crisis prevention, drawing on the philosophy of Martin Buber and the concept of the "I-Thou" relationship.The role of physical space: How office design and environmental cues influence potential for aggression or cooperation.Crisis leadership: A three-part model from Atle Dyregrov (2015) emphasizing information, care, and motivation during and after a violent event.Case studies: Including examples from municipal service centers and learning points from high-pressure encounters.This episode highlights that good crisis leadership begins long before the crisis happens. Preventing violence and threats requires clear communication, relational awareness, well-practiced routines, and supportive environments—both socially and physically.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Pål Ellingsen, Ole Jørgen Ranglund, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.Source:Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.

In this episode, we explore Chapter 8 of "Interesseperspektiv på kriskommunikasjon" by Martin N. Ndlela (2019), which focuses on crisis evaluation from a stakeholder-centered perspective. Effective crisis evaluation is essential for improving future crisis management, rebuilding trust, and meeting the informational needs of stakeholders.We discuss:Purpose of Crisis Evaluation:Understanding why the crisis happened, how it was managed, and the damage caused.Responding to stakeholders' need for information, explanations, and clarifications.Addressing rumors, misinformation, and rebuilding reputation.Stakeholder-Centered Evaluation:The importance of including stakeholders’ perspectives in the evaluation process.Recognizing that stakeholders have different interests, experiences, and perceptions of the crisis.The value of listening to marginalized voices and including them in the evaluation process.Robert Stake’s Responsive Evaluation approach, which emphasizes continuous interaction with stakeholders.Challenges of Stakeholder Involvement:Diverse interests and attitudes towards the organization.Identifying and prioritizing stakeholders for meaningful participation.Developing inclusive evaluation processes that consider all relevant voices.Evaluating Crisis Communication:Assessing the effectiveness of communication during the crisis.Reviewing the quality of internal and external communication channels.Analyzing whether messages were timely, accurate, and relevant to stakeholders.Evaluating how stakeholders perceived the organization’s communication efforts.Evaluating Media Coverage:Media as secondary stakeholders influencing crisis perception.Competing narratives and framing of the crisis by different media actors.The use of content analysis to measure media coverage and public perception.Feedback Collection Methods:Surveys, interviews, focus groups, and online monitoring tools.Gathering feedback from both internal and external stakeholders.Using social media as a tool for monitoring public sentiment and gathering feedback.Moving Forward:Using evaluation results to improve crisis communication strategies.Enhancing preparedness through lessons learned from stakeholder feedback.This episode emphasizes that effective crisis evaluation is not just about organizational performance but also about understanding stakeholders' experiences and improving future crisis management strategies.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Martin N. Ndlela or Universitetsforlaget. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Interesseperspektiv på kriskommunikasjon" for a comprehensive understanding.Source:Ndlela, M. N. (2019). Interesseperspektiv på kriskommunikasjon. Universitetsforlaget.

In this episode, we explore Chapter 7 of "Interesseperspektiv på kriskommunikasjon" by Martin N. Ndlela (2019), which examines how crisis communication involves multiple actors with different perspectives and interests. During crises, communication is not only about organizations informing stakeholders but also about stakeholders communicating with each other, often without the organization's control.We discuss:Rhetorical Arena Theory (RAT):Developed by Frandsen and Johansen (2017).Recognizes the presence of many actors communicating during a crisis, including news media, consumers, experts, politicians, victims, employees, and others.Emphasizes that stakeholders often communicate directly with each other, beyond organizational control.Communication Challenges During Major Events:Natural disasters, accidents, terrorism, and pandemics attract various actors with different interpretations of the crisis.Public authorities are expected to communicate effectively and demonstrate competence during complex crises.Vertical and Horizontal Coordination:Vertical Coordination: Within sectors across different administrative levels (e.g., national, regional, local).Horizontal Coordination: Between sectors operating on the same administrative level (e.g., police, fire, health services).Why horizontal coordination is often more challenging than vertical coordination.Case Studies:Åsta Train Accident (2000):Poor coordination between stakeholders (e.g., NSB, JBV, police).Lack of pre-agreed communication plans led to confusion and conflicts.22 July Terror Attack (2011):A complex crisis involving many organizations at different levels.Lack of communication between police, health services, and other emergency responders.Limited access to communication systems, leading to poor coordination.Hurricane Katrina (2005):Communication systems failed due to infrastructure damage.Poor coordination between local, state, and federal agencies.Misinformation and rumors worsened the crisis response.Tohoku Earthquake and Fukushima Disaster (2011):Poor communication from Japanese authorities about the nuclear disaster.Information gaps and slow decision-making due to cultural barriers.Information Overload and Information Vacuum:When organizations are overwhelmed with too much information or suffer from lack of information.The importance of timely and clear communication to prevent confusion and misinformation.Message Interpretation:How crisis messages can be misinterpreted due to cultural, social, and organizational factors.Stuart Hall’s encoding/decoding model applied to crisis communication.This episode emphasizes that effective crisis communication requires acknowledging the complexity of multiple voices, coordinating communication channels, and ensuring messages are understood correctly by all stakeholders.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Martin N. Ndlela or Universitetsforlaget. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Interesseperspektiv på kriskommunikasjon" for a comprehensive understanding.Source:Ndlela, M. N. (2019). Interesseperspektiv på kriskommunikasjon. Universitetsforlaget.

In this episode, we explore Chapter 6 of "Interesseperspektiv på kriskommunikasjon" by Martin N. Ndlela (2019), which focuses on the importance of stakeholder relationships in effective crisis communication and management. Building and maintaining good relationships with stakeholders is crucial for ensuring successful crisis management and restoring trust after a crisis.We discuss:Understanding Stakeholder Relationships:The complexity of relationships between stakeholders and organizations.The importance of interdependency between organizations and stakeholders during crises.Why good relationships are essential for rebuilding trust and credibility after a crisis.Evaluating Relationships:Seven key dimensions of relationships by Grunig, Grunig, and Ehling (1992):ReciprocityTrustCredibilityMutual LegitimacyOpennessMutual SatisfactionMutual UnderstandingPublic Relations (PR) and Stakeholder Relationships:Asymmetric communication: Focused on influencing stakeholders for acceptance and support.Symmetric communication: Emphasizes mutual understanding and conflict resolution.The evolution from unidirectional communication to two-way dialogue.Managing Stakeholder Relationships:Continuous communication and interaction with stakeholders.Using stakeholder mapping to identify needs, expectations, and relationships.The importance of building long-term relationships for effective crisis management.Interorganizational Relationships (IR):Collaboration between organizations during complex crises.The importance of trust, cooperation, and knowledge sharing.Challenges of multi-level governance involving local, regional, national, and international actors.Examples of how organizations with different structures, cultures, and levels of preparedness must work together.Trust as Social Capital:How repeated interactions build trust and strengthen interorganizational relationships.The importance of trust for effective crisis communication and coordination.Practical Recommendations:Developing strategies for establishing and maintaining stakeholder relationships before crises occur.Ensuring open communication and mutual understanding to build credibility and trust.This episode emphasizes that building and maintaining strong relationships with stakeholders is essential for effective crisis management, particularly in complex, multi-organizational scenarios.Disclaimer:This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Martin N. Ndlela or Universitetsforlaget. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Interesseperspektiv på kriskommunikasjon" for a comprehensive understanding.Source:Ndlela, M. N. (2019). Interesseperspektiv på kriskommunikasjon. Universitetsforlaget.