The financial crisis that erupted on Wall Street in 2008 quickly cascaded throughout much of the advanced industrial world. Facing the specter of another Great Depression, policymakers across the globe responded in sharply different ways to avert an economic collapse. Why did the response to the crisis—and its impact on individual countries—vary so greatly among interdependent economies? How did political factors like public opinion and domestic interest groups shape policymaking in this moment of economic distress? Coping with Crisis offers a rigorous analysis of the choices societies made as a devastating global economic crisis unfolded. With an ambitiously broad range of inquiry, Coping with Crisis examines the interaction between international and domestic politics to shed new light on the inner workings of democratic politics. The volume opens with an engaging overview of the global crisis and the role played by international bodies like the G-20 and the WTO. In his survey of international initiatives in response to the recession, Eric Helleiner emphasizes the limits of multilateral crisis management, finding that domestic pressures were more important in reorienting fiscal policy. He also argues that unilateral decisions by national governments to hold large dollar reserves played the key role in preventing a dollar crisis, which would have considerably worsened the downturn. David R. Cameron discusses the fiscal responses of the European Union and its member states. He suggests that a profound coordination problem involving fiscal and economic policy impeded the E.U.'s ability to respond in a timely and effective manner. The volume also features several case studies and country comparisons. Nolan McCarty assesses the performance of the American political system during the crisis. He argues that the downturn did little to dampen elite polarization in the U.S.; divisions within the Democratic Party—as well as the influence of the financial sector—narrowed the range of policy options available to fight the crisis. Ben W. Ansell examines how fluctuations in housing prices in 30 developed countries affected the policy preferences of both citizens and political parties. His evidence shows that as housing prices increased, homeowners expressed preferences for both lower taxes and a smaller safety net. As more citizens supplement their day-to-day income with assets like stocks and housing, Ansell's research reveals a potentially significant trend in the formation of public opinion. Five years on, the prospects for a prolonged slump in economic activity remain high, and the policy choices going forward are contentious. But the policy changes made between 2007 and 2010 will likely constrain any new initiatives in the future. Coping with Crisis offers unmatched analysis of the decisions made in the developed world during this critical period. It is an essential read for scholars of comparative politics and anyone interested in a comprehensive account of the new international politics of austerity.

The Definitive Guide to Communicating in Any Crisis “When facing an already difficult crisis, the last thing a company needs is to make it worse through its own communications – or lack thereof. As one who has lived through a number of [business] crises and served as an independent investigator of the crises of others, I consider Steven Fink’s book to be an excellent guide to avoiding collecting scar tissue of your own by learning from the scar tissue painfully collected by others.”—Norman R. Augustine, former Chairman and Chief Executive Officer, Lockheed Martin There are few guarantees in business today. Unfortunately, one of them is the inevitability of a crisis having a potentially major effect on your business and your reputation. When your company finds itself in the midst of a crisis, the ripple effects can disrupt lives and business for the foreseeable future if public opinion is not properly shaped and managed. Skillfully managing the perception of the crisis determines the difference between a company’s life or death. Because in the pitched battle between perception and reality, perception always wins. Fortunately, there is a solution. Crisis communications and crisis management legend Steven Fink gives you everything you need to prepare for the inevitable—whether it’s in the form of human error, industrial accidents, criminal behavior, or natural disasters. In this groundbreaking guide, Fink provides a complete toolkit for ensuring smooth communications and lasting business success through any crisis. Crisis Communications offers proactive and preventive methods for preempting potential crises. The book reveals proven strategies for recognizing and averting damaging crisis communications issues before it’s too late. The book also offers ways to deal with mainstream and social media, use them to your advantage, and neutralize and turn around a hostile media environment Steven Fink uses his decades of expertise and experience in crisis communications to help you: UNDERSTAND AND MANAGE THE RELATIONSHIP BETWEEN PUBLIC PERCEPTION AND REALITY CHOOSE THE BEST SPOKESPERSON FOR THE CRISIS PROTECT YOUR BRAND AND REPUTATION THROUGH CRISES LARGE AND SMALL MAKE WISE, VIGILANT, AND DEFENSIBLE DECISIONS UNDER EXTREME CRISIS-INDUCED STRESS TELL THE TRUTH NO MATTER HOW TEMPTING IT MAY BE TO MISLEAD USE SOCIAL MEDIA OUTLETS TO COMMUNICATE DIRECTLY TO THE PUBLIC ABOUT A CRISIS The explosion of the Internet and, especially, social media, has added a new layer to the business leader’s skill set: the ability to handle a crisis quickly and professionally within moments of its occurrence. Livelihoods depend upon it. With in-depth case studies of Toyota, BP, and Penn State, Crisis Communications provides everything you need to successfully lead your company through today’s rocky landscape of business—where crises large and small loom around every corner, and the lives of businesses and management teams hang in the balance. PRAISE FOR STEVEN FINK’S CRISIS MANAGEMENT “Every major executive in America ought to read at least one book on crisis management. In this way, he or she might be better prepared to deal with the disasters striking organizations at an ever-increasing rate ... The question is: ‘Is Steven Fink’s book one that busy executives ought to read?’ The answer is a resounding yes.”—LOS ANGELES TIMES, FRONT PAGE SUNDAY BOOK REVIEW

Today's managers, business owners, and public relations practitioners grapple daily with a fundamental question about contemporary crisis management: to what extent is it possible to control events and stakeholder responses to them, in order to contain escalating crises or safeguard an organization's reputation? The authors meet the question head-on, departing from other crisis management texts, and arguing that a complexity-based approach is superior to the standard simplification model of organizational learning.

Psychological Crisis Intervention: The SAFER-R Model is designed to provide the reader with a simple set of guidelines for the provision of psychological first aid (PFA). The model of psychological first aid (PFA) for individuals presented in this volume is the SAFER-R model developed by the authors. Arguably it is the most widely used tactical model of crisis intervention in the world with roughly 1 million individuals trained in its operational and derivative guidelines. This model of PFA is not a therapy model nor a substitute for therapy. Rather it is designed to help crisis interventionists stabile and mitigate acute crisis reactions in individuals, as opposed to groups. Guidelines for triage and referrals are also provided. Before plunging into the step-by-step guidelines, a brief history and terminological framework is provided. Lastly, recommendations for addressing specific psychological challenges (suicidal ideation, resistance to seeking professional psychological support, and depression) are provided.

Damaging stories and rumors can go viral in an instant—now, the nation’s premier political spin doctor teaches you how to cope with disasters in business, politics, and life by telling it all, telling it early, and telling it yourself. TELL IT ALL, TELL IT EARLY, TELL IT YOURSELF These days, every scandal is tried in the court of public opinion. Political insider and legal crisis manager Lanny Davis has spent years helping politicians, sports figures, business executives, and corporations—including Bill Clinton, Martha Stewart, Washington Redskins owner Dan Snyder, and Macy’s, to name a few—through the biggest reputation crises of our times. In this fascinating and practical resource, Davis tells the real stories behind his famous clients’ very public scandals and how each case has aided him in the creation of five invaluable rules that absolutely anyone can use to protect himself. Damaging falsehoods can go viral in an instant. The nation’s premier political spin doctor will teach you how to fight back.

Why in the pre-industrial period were some settlements resilient and stable over the long term while other settlements were vulnerable to crisis? Indeed, what made certain human habitations more prone to decline or even total collapse, than others? All pre-industrial societies had to face certain challenges: exogenous environmental hazards such as earthquakes or plagues, economic or political hazards from ‘outside’ such as warfare or expropriation of property, or hazards of their own-making such as soil erosion or subsistence crises. How then can we explain why some societies were able to overcome or negate these problems, while other societies proved susceptible to failure, as settlements contracted, stagnated, were abandoned, or even disappeared entirely? This book has been stimulated by the questions and hypotheses put forward by a recent ‘disaster studies’ literature - in particular, by placing the intrinsic arrangement of societies at the forefront of the explanatory framework. Essentially it is suggested that the resilience or vulnerability of habitation has less to do with exogenous crises themselves, but on endogenous societal responses which dictate: (a) the extent of destruction caused by crises and the capacity for society to protect itself; and (b) the capacity to create a sufficient recovery. By empirically testing the explanatory framework on a number of societies between the Middle Ages and the nineteenth century in England, the Low Countries, and Italy, it is ultimately argued in this book that rather than the protective functions of the state or the market, or the implementation of technological innovation or capital investment, the most resilient human habitations in the pre-industrial period were those than displayed an equitable distribution of property and a well-balanced distribution of power between social interest groups. Equitable distributions of power and property were the underlying conditions in pre-industrial societies that allowed 'favourable' institutions to emerge with high rates of participation down the social hierarchy, giving people the freedom and room to choose their own fate - not necessarily reliant on one coping strategy but with the capacity to combine many different ones in search of optimum resilience.

Advice on how educators can react when tragedy strikes is the focus of this book. It discusses school emergencies, making recommendations to help school administrators, teachers, district administrators, school staff, and district policy-makers prepare for, respond to, and contain a crisis. The book is based on the collective experience of school and district administrators, faculty, and staff and grew out of specific circumstances school officials had to face. Chapters 1 and 2 include information that will be needed as school and district personnel begin planning for the management of school emergencies. Chapters 3 through 7 examine the problems encountered during the management of school emergencies, focusing on the use of technology to meet communication needs and how to deal with the media, rumors, and parents. Chapters 8 and 9 discuss counseling strategies and media relations after the emergency is over, whereas the last 4 chapters outline the steps necessary to develop school and district emergency plans. Two appendices provide reference materials that can be used in the planning process. (RJM)