Lull after the storm? Municipal leaders reflect on multiple crisis experience

摘要

This paper aims to develop a theoretical understanding of how multiple crisis experience affects preparedness issues, and how the learning potential of municipal crisis experience can be developed. The focus is on municipal decision-makers. Design/methodology/approach: Two group interviews were conducted with a total of 13 municipal Chief Officers and Politicians. Data were analysed by a grounded theory approach. Findings: A theoretical model is presented, which includes both managers' views on their experiences related to preparedness and how development/revision of crisis can be explained. Experiences are not entirely positive or negative. Managers have developed a good preparedness in some aspects but they are also conscious about shortcomings in their preparedness. The model includes: level one, primary assessments, including strengths and limitations; and level two, reflection, where difficult choices and dilemmas faced are recalled, and future concerns are expressed. Research limitations/implications: The sample is small and range of experience is limited, since both municipalities studied have been fairly successful in their crisis management. Practical implications: The findings can be used to develop evaluation and application of crisis experience by individuals and in the crisis management system, and to develop exercises. Originality/value: The empirical data resulting from this study show the complexity in crisis experience, the need for better evaluation and the value of group reflection in evaluation.