SEM-7300 v2

Ansell, C., & Boin, A. (2019). Taming deep uncertainty: The potential of pragmatist principles for understanding and improving strategic crisis management. Administration & Society, 51(7), 1079-1112.
This article was chosen as it explores the complexity of managing mega-crises within modern societies. This article underscores the importance of effective strategic management in a crisis with a focus on key building blocks for decision-making that can reduce uncertainty. This article was chosen as it provides insight into hierarchal and horizontal networks that were used during a large-scale emergency. This are article is important in providing insight into what capacity must first be present to ensure successful responses are held in the future.

Bhaduri, R. M. (2019). Leveraging culture and leadership in crisis management. European Journal of Training and Development.
This resource was chosen as it provides a thorough explanation of the relationship between responding agents, leadership practices, and crisis management. Researchers of this specific article provide an in-depth exploration of each of the previously mentioned concepts within the scope of crisis and consequence management. The purpose of this article is to reiterate the adaptability of various leadership styles within the scope of crisis and consequence management practices.

Saeidabadi, M., Farahani, S. B., Abbasian, E., & Hossein, S. (2020). Information Model in Crisis Management from the Perspective of Media Experts. Journal of Critical Reviews, 7(1).
This article was chosen as a model for managing critical information during a crisis. Researchers explore the overall utility of social relationships and how preexisting partnerships can mitigate ongoing critical issues during crises. The result of this study generates findings that form consistent strategies for the management of crises and consequences within any field.