Sten Widmalm

Thomas Persson

Charles Parker

Department of Government

Uppsala University

Overview

• Social capital

• Administrative traditions

• Crisis management in the EU

Points of departure

• Cooperation within and between crisis management authorities, between countries, and between countries and the EU

• Who can you trust? Cooperation? Norms and social capital!

• Cultural clashes and the importance of administrative cultures

What is social capital

• James Coleman

• What contributes to collective action

–Networks

–Trust

–Shared norms4

Keep in mind• We do not say that trust is

always good

• No simple formula for all situations

• Certain behaviors are institutionalized - they become “rules of the game”

Administrative culture

Administrative cultureDie drei reinen Typen

der legitimen Herrschaft

• Legal

• Traditional

• Charismatic

Max Weber

Administrative culture

• Reduces transaction costs

• Shortcuts

• Security

• Understanding

• Clear communication

• Increases transaction costs

• Conflict

• Uncertainty

• Stops communication

• Creates misunderstanding

Advantages Disadvantages

Administrative traditions

• Anglo-Saxon

• German

• French

• Scandinavian

• Central and Eastern European

We investigate individualsTheir view of:

• Norms

• Hierarchies

• Rules

• Responsibilities

• Clientelism

• Elitism

• Competition

• Openness

• Goal orientation

• Decentralization... Persona

Previous research

• Case studies

• Policy and strategy studies

• Describing rules and structures

• Technical requirements

• Describing outcomes(‘t Hart & Boin 2010; Widmalm, Persson, och Parker, 2013)

• How social capital and administrative culture matter for effective emergency preparedness and crisis management in the EU.

Research objective

Types of crises

• Pandemics

• Forest fires

• Sabotage

• Riots

• Storms

• Ash clouds

• Nuclear accidents

• Floods...

• Crisis: Who can you trust? Cultural clashes?

Crisis management in the EU

• Distributed sense-making – shared problem definitions

• Networked coordination – activating relevant institutions

• Surge capacity – problems of supply logistics

• “Formal scaling procedures” –decisions, practices and procedures at the right level (Ansell et al. 2010)

What to do with this?

• A first empirical study - description and increased knowledge

• Insights in to how to improve communication and cooperation

• Anticipating barriers

• Prepare strategies to circumvent obstacles

• Conditions for improving trust

• Ultimately, to...

A better understanding

of the conditions

crucial for effective

crisis management

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