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Summary Crisis and security management readings week 2

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Milasinovic, S. & Kesetovic, Z. (2008) Crisis and crisis management – a contribution to a conceptual &
terminological delimitation, Megatrend Review, Vol. 5, No. 1, pp. 167-186.
 Crisis is much too complex a phenomenon to be easily defined. Calamity (adversity) disrupts
normal conditions and creates confusion, while specialized organizations (agencies) are
assigned the task of restoring everything to a normal state. However, when adversity goes
beyond normal boundaries, we enter the world of crisis.

 In our efforts to harmonize various perspectives, the term crisis is usually used as a “universal
box,” i.e. as a concept that encompasses all types of negative events. In an even broader
perspective, the term crisis is applied to situations that are unwanted, unexpected,
unpredictable and almost unthinkable, which cause disbelief and uncertainty. The essence of
crisis is that one must decide, but that no decision has yet been made.

 Paul t’Hart has given a contemporary definition of crisis, describing it as an “unpleasant
event that represents a challenge for decision-makers, tempts them to act under conditions
of imperilment, time constraint and unpreparedness.” Crisis is a “serious threat to the basic
structures or fundamental values and norms of a social system, which, under conditions of
time pressure and very uncertain circumstances, demands the bringing of critical decisions.”
This definition has two important characteristics. Its significant advantage lies in the fact that
it can be applied to all types of disruptions (ecological threats, economic crisis, intrastate
conflicts, regional wars, factory explosions and natural catastrophes). This very characteristic
demands a multidisciplinary approach in understanding crises. Secondly, this definition
directs our attention toward decision-making: crises are seen as an opportunity to make
critical decisions.

 However, the subjective understanding of crisis makes it impossible to precisely demarcate
its beginning and its end, since different participants perceive a given situation as a crisis in
different points in time.

 Crisis is often mixed up with catastrophe, conflict and emergency situation. In an attempt at
distinguishing the concepts of emergency situation, crisis and catastrophe, Borodžić suggests
the modeling of these concepts on the basis of response. Thus, emergency situations could
be defined as situations that demand an urgent and highly structured response, in which
risks tied to making critical decisions can be relatively precisely defined. In the
conceptualization (mental modeling) of such events, the authorities are clear about what is
happening (scope and nature of the incident) and what they are supposed to do (effective
strategy). In an organizational sense, an emergency situation represents a hazardous
situation that can be responded to with available resources and in accordance with
procedures outlined in appropriate plans. If the response to an emergency situation
overwhelms the institutional capacity of the said organization to the extent that the newly
emerged situation might cause irreversible, serious damages in essential sectors, an
emergency situation transforms into a crisis.

 Catastrophes are irreversible and disastrous results of badly managed emergency situations
or crises. The following represent the common characteristics of catastrophes: a large
number of victims, destruction and damage of material resources also affecting those
employed in emergency intervention services and other response services, a disproportion
between needs and abilities to remove and remedy the consequences, the appearance of
various psychological reactions that may negatively influence protection and rescue
activities, the urgency of interventions, which are automatically performed, the stimulation
of positive human reactions in unaffected, and distant areas in extending aid and solidarity.

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