National planning for the expeditious recovery and expansion of essential industrial production facilities is often geared only to large-scale declared emergencies. Under the worst scenario of a global war, all necessary authorities and funding are assumed to be available. But more often, lesser emergencies require responses without the broad powers and commitment associated with a declared national emergency. A real emergency can provide insight into the appropriateness of planned management approaches and the adequacy of available authorities. This account of two actual emergencies provides lessons on how statutory procedures could be improved, regulations clarified, the government data base expanded, and steps taken to speed up the process to be followed in the event of other crises.In May 1988, the United States lost half of its capacity to produce ammonium perchlorate when explosions and fire destroyed one of the two producing plants..Ammonium perchlorate is the oxidizer essential to solid-fuel rocket motors. Here, without question, was an excellent test case. Existing ammonium perchlorate had to be carefully allocated and additional production capacity was needed; numerous ongoing production programs for both strategic and conventional systems needed the product, and some would be curtailed if sufficient ammonium perchlorate was not available. This paper documents the governments actions and decision-making process in dealing with various legal and administrative hurdles in both restoring the capacity and allocating available ammonium perchlorate.The examination of the Nevada plant emergency serves as a case study that not only illustrates how government organizations took action to correct this problem but also suggests how they might function in a large-scale emergency. After providing some background to the incident, the paper deals with four issues in more depth: Financing of the recovery and expansion of defense production in an emergency; Balancing of the safety and environmental laws and concerns with those of national security; Management roles and decision-making at the national level; Allocations of the critically short material among defense and other users.In a second and related case, Avtex Fibers the sole source of long-fiber rayon used in rocket motors and reentry vehicles stopped production in 1989 for financial reasons. This case is examined and, whenever appropriate, compared with the issues in the PEPCON case.

National planning for the expeditious recovery and expansion of essential industrial production facilities is often geared only to largescale declared emergencies. Under the worst scenario of a global war, all necessary authorities and funding are assumed to be available. But more often, lesser emergencies require responses without the broad powers and commitment associated with a declared national emergency. A real emergency can provide insight into the appropriateness of planned management approaches and the adequacy of available authorities. This account of two actual emergencies provides lessons on how statutory procedures could be improved, regulations clarified, the government data base expanded, and steps taken to speed up the process to be followed in the event of other crises. In May 1988, the United States lost half of its capacity to produce ammonium perchlorate when explosions and fire destroyed one of the two producing plants. Ammonium perchlorate is the oxidizer essential to solid-fuel rocket motors. Here, without question, was an excellent test case. Existing ammonium perchlorate had to be carefully allocated and additional production capacity was needed; numerous ongoing production programs for both strategic and conventional systems needed the product, and some would be curtailed if sufficient ammonium perchlorate was not available. This paper documents the government's actions and decision-making process in dealing with various legal and administrative hurdles in both restoring the capacity and allocating available ammonium perchlorate.

Assesses the EU and NATO's tools to prevent conflicts and manage international crises. It offers a unique insight into European security policy and questions the realism of the political goals. It argues for more coordination among European states, and an enhancement of the EU's strategic decision-making capabilities.

Do your company and employees have the necessary "IQ" not only to withstand a crisis but also come through it with strength and confidence? Like many companies over the last few years, yours has probably done a great deal to reassess its physical, strategic, and financial vulnerabilities. However, there is a huge difference between business continuity planning and true crisis management. Ian Mitroff outlines seven distinct competencies your organization needs to handle crises effectively: Right Heart (emotional IQ): By accepting crisis as an inevitability, you can process much of the shock and grief beforehand, and avoid making the effects of the crisis even worse through an unconstructive response. Right Thinking (creative IQ): "Crises don’t care about the ways in which we have organized the world," so out-of-the-box thinking is essential. Right Social and Political IQ: Understand that your business is subject not only to the pitfalls of its industry, but to the universal and complex challenges that threaten all companies. Right Integration (integrative IQ): Realize that crises are perceived differently by different stakeholders, and are never simple "exercises" that can be "solved." Identify and reconcile these perceptions now so that the path is clear when the crisis strikes. Right Technical IQ: "Think like a controlled paranoid" to uncover ways in which malicious forces could cause a crisis in your company. Question every assumption about what is "normal," "impossible," or "absurd." Right Aesthetic IQ: Reconsider the classic design of the corporation, which is meant to address problems as they arise, and move toward one in which crisis management is an overarching discipline on a par with, for example, finance. Spiritual IQ: Reject the notion that people’s physical, mental, and spiritual beings are completely separate; and establish ahead of time why our work is, and must remain, important to us on many different levels. Although crisis management has taken on new urgency in recent turbulent times, the need for careful planning did not originate on September 11, 2001. Mitroff’s examples, drawn from interviews conducted both before and after the 2001 attacks during his 25 years of experience, demonstrate the need for action -- and offer a blueprint for taking it.

This title was first published in 2001. Aiming to open up a new perspective on the study of threats and risks, this text combines insights from the thematically linked but academically disassociated fields of security studies, risk studies and crisis management studies. It provides case studies of key agents, arenas and issues involved in the politics of threats. In addition to the traditional unit of analysis - national governments - this book takes into account non-governmental agents, including public opinion, the media and business.

No one knows this better than Eric Dezenhall and John Weber, who help companies, politicians, and celebrities get out of various kinds of trouble. In this brutally honest and eye-opening guide, they take you behind the scenes of some of the biggest public relations successes--and debacles--of modern business, politics, and entertainment. You'll discover: - Why the 1982 Tylenol cyanide-poisoning case is always cited as the best model for damage control, when in fact it has no relevance to the typical corporate crisis. - Why Audi never fully recovered from driver accusations of "sudden acceleration"--despite evidence that nothing was wrong with their cars. - What the crises faced by George W. Bush, Jim McGreevey, Sammy Sosa, Lance Armstrong, Martha Stewart, Coca-Cola, and the Catholic Church have in common . . . and what they don't. This new revised edition includes an additional chapter "Our Permanent Leakocracy" including information about WikiLeaks and what that notorious case means for business.