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

Abstract

PurposeThis 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/approachTwo group interviews were conducted with a total of 13 municipal Chief Officers and Politicians. Data were analysed by a grounded theory approach.FindingsA 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/implicationsThe sample is small and range of experience is limited, since both municipalities studied have been fairly successful in their crisis management.Practical implicationsThe 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/valueThe 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.