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RISS 인기검색어
- 검색키워드
- 저자 : ( Louise K. Comfort ) (검색결과 3 건)
- 무료
- 기관 내 무료
- 유료
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Collective Cognition, Action, and Complex Time: Managing Response to COVID-19 on a Global Scale
( Louise K. Comfort ) 한국정책학회 2020 International Journal of Policy Studies Vol.11 No.2
The global challenge of COVID-19 tests the capacity of nations to respond in a timely, effective manner to reduce the impact of a lethal threat to the health and well-being of their respective populations. This article explores the gap between cognition and action that limits the capacity for timely response, and examines the concept of complex time as a dimension through which different nations perceive the urgency and necessity for action. Based on publicly available sources, this article constructs brief vignettes of four nations - South Korea, Japan, Italy, and the United States - to examine differences in response operations based on varying levels of cognition/action that lead to subsequent differences in communication, coordination, and control of COVID-19. The analysis concludes that a global learning process, supported by timely investment in both technical and organizational infrastructure for the nations of the world, is fundamental to managing global risks.
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LEADERSHIP IN COMPLEX ADAPTIVE SYSTEMS
LOUISE K. COMFORT,SANDRA L. RESODIHARDJO 한국행정학회 2013 International Review of Public Administration Vol.18 No.1
The concept of leadership involves making judgments that lead to action at different scales of responsibility and operations. It means the capacity to engage not only individuals in solving immediate problems, but also groups and organizations as they address broader issues of collective interest, as well as public decision making and collective action at the societal level. The exercise of leadership varies by scale, complexity of operations, and impact from the individual paramedic who has to make instant decisions regarding how to deal with an injured patient to an international coordinating committee that decides how to distribute humanitarian aid following a disaster. The contributing authors examine how leadership works in practice at different scales of public service operations. These scales range from the micro level (within organizations) to the meso level (collaboration among actors, organizations, and organizational networks)to the macro level (collaboration among international, national, regional,and local actors).
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EMERGENT LEADERSHIP IN EXTREME EVENTS: A KNOWLEDGE COMMONS FOR SUSTAINABLE COMMUNITIES
LOUISE K. COMFORT,AYA OKADA 한국행정학회 2013 International Review of Public Administration Vol.18 No.1
Extreme events create extraordinary demands on public managers, particularly at national and international scales of operation. The rapid escalation of demand in contexts of urgent need, scarce resources, and cascading, interdependent consequences challenges the physical, intellectual, technical, and social skills of public managers in profound ways, with high potential for failure at sobering costs. We examine this process of evolving leadership in two different disaster contexts, Haiti and Japan, and conclude that developing a “knowledge commons” or interactive information infrastructure offers a constructive means of improving decision processes for public managers by engaging a wider exchange of knowledge and skills in situations of deep uncertainty. Timely, valid information becomes the key resource in mobilizing collective action in response to disaster in both developed and developing countries.
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