When Hurricane Katrina roared ashore, it left in its wake untold destruction. One of the casualties was any assurance we may have had about the ability of existing leadership systems and strategies to adequately address the broad and unpredictable array of demands in a catastrophic crisis.To better understand the leadership dimensions of crisis situations, the Center for Creative Leadership convened a forum with formal and emergent leaders who played a role in Katrina. Using an array of facilitation techniques, we overlaid this conversation between crisis leaders with the perspectives of discussants with expertise in disaster, terrorism, public health, and leadership.
What we found is that when crises such as Katrina overwhelm the capacity of formal systems and structures, new leadership systems take shape and emergent leaders step into the void, playing critical and improvised roles in rescue and rebuilding efforts.
The dialogue at the forum also indicates that leadership in mega-crises requires a systemic response that extends beyond the leadership capabilities of any individual or single organization. The leadership response required pulls in different—and sometimes opposing—directions: planning and improvisation . . . top-down and bottom-up leadership . . . individual leadership and collective capabilities . . . critical short-term crisis response and sustained long-term capabilities.
The individuals and organizations that rose to the challenges brought by Katrina, some of whom are profiled in this report, were the ones who worked collectively to improvise a response as physical and human systems collapsed. A question formed from the discussion is how we can enhance a more inclusive and adaptive leadership capability in more individuals, organizations, and communities so that we may be more effective in the face of future crises.
A few intriguing possibilities emerged from the forum in this regard, including the role of education versus training for crisis preparedness, the importance of shared leadership, and the link between crisis leadership and the field of complexity thinking. The frameworks used in thinking about complex challenges may be quite helpful in thinking about leading in times of crisis. Furthermore, these capabilities needed for complex challenges—such as collective leadership and adaptability—are increasingly integral in helping organizations and communities face ongoing change—from the forces of globalization, competition, and technology—even if this change is not of the intensity and magnitude unleashed by Katrina.
The importance of this work can only be underscored by our connected world today, in which health epidemics, disasters, and terrorist attacks are not abstract ideas but inevitable realities. Our lack of better preparedness and leadership will extract a heavy price, and perhaps one much greater than has been exacted in recent times by 9/11, Katrina, and the 2004 Indian Ocean tsunami.
The importance of this work can only be underscored by our connected world today, in which health epidemics, disasters, and terrorist attacks are not abstract ideas but inevitable realities. Our lack of better preparedness and leadership will extract a heavy price, and perhaps one much greater than has been exacted in recent times by 9/11, Katrina, and the 2004 Indian Ocean tsunami.
To read the complete report on the Crisis Leadership Forum, please click here.
