Cultivating a longitudinal learning process through recurring crisis management training exercises in twelve Swedish municipalities

Joeri Van Laere,Jessica Lindblom

doi:10.1111/1468-5973.12230

Joeri Van Laere, Jessica Lindblom

Open Access

https://doi.org/10.1111/1468-5973.12230

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Abstract

AbstractThis study illustrates how crisis management capability is developed in series of recurring exercises, rather than in one single exercise. Over one hundred table‐top and role‐playing exercises were performed and evaluated in a longitudinal cross‐case action research study in 12 Swedish municipalities. By consciously adapting training formats, municipalities were lead through three learning phases: obtaining role understanding (phase 1: knowing what to do), developing information management skills (phase 2: knowing how to do it), and mastering self‐reflection in regular time‐outs (phase 3: knowing when and why to do something). This final learning outcome, being able to concurrently execute, evaluate, and reorganize an ongoing crisis management performance, may be the most valuable capability of a crisis management organization when crisis strikes.

Highlights

Teaching and training crisis management is challenging (Borodzicz & van Haperen, 2002; Lalonde & Roux-Dufort, 2013)
These phases are mirroring a development in our ten year research process and can at the same time be seen as a learning process ladder for an individual crisis management organization
A few exceptions have shown that learning in subsequent exercises is related (Borodzicz & van Haperen, 2003; Metallinou, 2017; van Laere et al, 2007) or have suggested that conducting multiple exercises in a series may be desirable (Boin & Lagadec, 2000; Donahue & Tuohy, 2006; ‘t Hart, 1997; Kim, 2014)

Summary

Introduction

Teaching and training crisis management is challenging (Borodzicz & van Haperen, 2002; Lalonde & Roux-Dufort, 2013). Crisis management training exercises are one available tool for teaching and training crisis management (Borodzicz & van Haperen, 2002; ‘t Hart, 1997; Lalonde & Roux-Dufort, 2013). Researchers have repeatedly highlighted the need for more detailed empirical accounts of the usefulness of crisis management training exercises (Berlin & Carlstro€m, 2015a; Editor, 2005; Hofstede et al, 2010; Perry, 2004).

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