The Collaborative Crisis Management Process In Response To The Covid 19 Pandemic Among School Leaders

Coping with Educational Crises: Approaches from School Leaders Who Did It provides readers with perspectives and research-based strategies regarding the leadership approaches employed by school district administrators at all levels of organizational responsibility including superintendents of schools; assistant superintendents; program directors and coordinators; principals; assistant principals; and teacher leaders to confront unexpected major crises in school operations such as that created by the COVID-19 global pandemic. This book consists of eight chapters written by practicing administrators, leadership researchers, and experienced educators who present their analyses and insights about managing the people, things, and ideas of educational organizations during crisis situations. They articulate various approaches that they and other educational leaders employed to abate the deleterious impact of crises on their respective organizations. Coping with Educational Crises also provides recommendations to current and future school leaders who may face similar crises during their careers. Additionally, the editors and contributing authors offer sage advice to educational policymakers, school administrators, parents, and community leaders to recognize the collateral opportunities associated with any crisis including reforms to the pre-crisis traditional educational system since some of its key foundations, procedures, and expectations may have been significantly changed forever.

Public organizations are increasingly expected to cope with crisis under the same resource constraints and mandates that make up their normal routines, reinforced only through collaboration. Collaborative Crisis Management introduces readers to how collaboration shapes societies’ capacity to plan for, respond to, and recover from extreme and unscheduled events. Placing emphasis on five conceptual dimensions, this book teaches students how this panacea works out on the ground and in the boardrooms, and how insights on collaborative practices can shed light on the outcomes of complex inter-organizational challenges across cases derived from different problem areas, administrative cultures, and national systems. Written in a concise, accessible style by experienced teachers and scholars, it places modes of collaboration under an analytical microscope by assessing not only the collaborative tools available to actors but also how they are used, to what effect, and with which adaptive capacity. Ten empirical chapters span different international cases and contexts discussing: Natural and "man-made" hazards: earthquakes, hurricanes, wildfires, terrorism, migration flows, and violent protests Different examples of collaborative institutions, such as regional economic communities in Africa, and multi-level arrangements in Canada, the Netherlands, Turkey, and Switzerland Application of a multimethod approach, including single case studies, comparative case studies, process-tracing, and "large-n" designs. Collaborative Crisis Management is essential reading for those involved in researching and teaching crisis management.

Academic Paper from the year 2022 in the subject Pedagogy - School Pedagogics, grade: higher education, , course: Educational Leadership, language: English, abstract: In the Caribbean, school closures have left 7 million learners and over 90, 000 teachers across 23 countries and territories struggling to identify sustainable responses to the catastrophe caused by the covid-19 pandemic. Academic leaders across the world have responded to the crisis by closing institutions, canceling face-to-face activities and moving their educational and related activities online. Academic leaders are therefore expected to play a crucial role in the management of an appropriate response to the crisis at their institutions. While institutions are forced to function in an environment of uncertainty and growing intensity of the novel coronavirus pandemic, academic leaders can be credited with making the decision of shifting towards remote learning (Fernandez & Shaw 2020). This massive shift towards pivoting to remote learning is a demonstration that academic leaders are resolute in embracing the transformation of academia to a more modern system. In the context of this change, it is anticipated that the recovery period and beyond will clearly require an evolution of leaders who are more prepared to manage crises while advancing the technology agenda. The process of reimagining education, therefore, is a call for academic leaders to successfully embrace change management, master crisis management, and demonstrate resilience in an effort to successfully lead the recovery process.

This qualitative phenomenological study explored district and school-level leaders' communication and related decision-making experiences during the COVID-19 pandemic. The study utilized Bridges' (2017) Managing Transition model, Grissom and Condon's (2021) phases of crisis management life cycle in schools and districts, the CDC's COVID-19 Information Metrics for Response Leadership's Decision Making in non-U.S. settings (2021), and President Joseph R. Biden, Jr.'s National Strategy for the COVID-19 Response and Pandemic Preparedness (2021) as differentiated lenses to focus the study's analysis of results. The research was guided by the following questions: What COVID-19-related guidelines and protocols did districts and school leaders use to identify and disseminate crisis-related information and directives to their stakeholders? How did district and school administrators perceive and communicate the effectiveness of COVID-19 crisis information from outside agencies to their stakeholders? What levels of understanding of existing crisis management models for disseminating and interpreting information related to the COVID-19 pandemic did school and district leadership identify when making crisis-related decisions? The study included (20) district and school-level leaders from suburban public school districts in New York State. The study's findings indicate that throughout the COVID-19 pandemic, the study's participants were overwhelmed by the volume, urgency, severity, and different iterations of pandemic information and directives. As a result, the study's district and school-level leaders were unprepared for school closures mandated by governing agencies. The study will have implications for school and district leaders by determining the effectiveness of current school district guidelines and protocols related to communication in the event of future system-wide health crises and catastrophic events.

Based on twenty case studies of universities worldwide, and on a survey administered to leaders in 101 universities, this open access book shows that, amidst the significant challenges caused by the COVID-19 pandemic, universities found ways to engage with schools to support them in sustaining educational opportunity. In doing so, they generated considerable innovation, which reinforced the integration of the research and outreach functions of the university. The evidence suggests that universities are indeed open systems, in interaction with their environment, able to discover changes that can influence them and to change in response to those changes. They are also able, in the success of their efforts to mitigate the educational impact of the pandemic, to create better futures, as the result of the innovations they can generate. This challenges the view of universities as "ivory towers" being isolated from the surrounding environment and detached from local problems. As they reached out to schools, universities not only generated clear and valuable innovations to sustain educational opportunity and to improve it, this process also contributed to transform internal university processes in ways that enhanced their own ability to deliver on the third mission of outreach

Recognizing that education systems have been temporarily paralyzed in the past and likely will in the future—whether it’s because of a natural disaster or a pandemic—this important volume offers critical insights about how schools can effectively carry forward the mission of educating all children even in the face of system turbulence and disruption. Featuring Narratives from expert leaders in urban, rural, and suburban school systems, this book explores important questions about the "new normal" such as the ways in which students can and should learn, how educators can teach and lead effectively, and how schools can carry out important functions beyond their instructional mission. Chapters present inspiring stories of leaders and teachers who have rallied, rebuilt, and problem-solved in face of the pandemic and amid adversity, ultimately providing a roadmap for how it’s possible to rebuild and adjust while preserving the fundamental core of education. Full of takeaways and first-hand insights into how systems and their schools faced turbulence, disruption, and adaptation, this book is a must-read for today’s educators committed to making a positive impact on the students they have the duty to serve.

"The COVID-19 pandemic has presented evolving challenges for educational leaders. This study will explore the crisis management practices of PK-12 public school superintendents. Specifically, the team will consider effective resilience-building practices as a means for leaders to manage a prolonged crisis. A comparative case study was conducted to analyze publicly available documents across two cases (Eastern and Western regions) in the state of Washington. During the COVID-19 pandemic, school communities only had access to publicly available documents emphasizing the importance of exploring forward facing documents. The analysis of the study was informed by the theoretical framework of Critical Race Theory with specific consideration of the concept of majoritarian narrative in addition to the conceptual framework of resiliency-building. Data was collected and analyzed for themes relating to the identified crisis management and resilience-building practices. The team utilized an InVivo coding process to identify verbatim codes that were then coded thematically to identify major themes. Eight themes emerged from the data after multiple rounds of interrater coding rounds including: (a) community, (b) collaboration, (c) resources, (d) racial equity, (e) communication, (f) social-emotional supports, (g) gratitude, and (h) perseverance. In conjunction with thorough research, the analysis indicated that in order for communities to build resilience, there must be an emphasis on community voice through collaboration with leaders. The study concludes with a framework for leaders seeking to implement resilience-building practices in their crisis management that support the development and maintenance of resilient communities"--Abstract.

When a crisis strikes, the first 120 minutes can determine the public's perceptions of the school system, employee group, community college, university or ministry, and the image the organization will have long after the situation is under control. This document defines a crisis and the need for crisis management; the result of a crisis that is not managed; the key elements of good crisis management as exemplified by Johnson & Johnson, Wisconsin Electric Power Co., and Molson Breweries; the need for communication planning and establishment of credibility before the crisis strikes; elements of a communication plan; measures to take during an actual crisis, using the example of a teachers' strike; and principles of crisis management.