STRATEGIC INTELLIGENCE MANAGEMENT Chapter by Mats Koraeus, Eric Stern Chapter 12 - Exploring the Crisis Management/Knowledge Management Nexus, Pg. 134

12. Exploring the Crisis Management/Knowledge Management Nexus, Pg. 134 Crises are becoming a ubiquitous phenomenon and are, like the example of Hurricane Isaac above, typically surrounded by complex social and technical factors beyond the competence of generalist leaders. By their very nature, crises are associated with considerable uncertainty. Knowing this, crisis managers frequently call upon experts to provide relevant information on specific subject matter. In CM, learning is often seen as a process that takes place after a crisis has been resolved, in preparation for the next crisis. Yet, KM considers knowledge creation and learning to be a constant process. Ideally, combining these two perspectives could stimulate some kind of “instant learning” during an actual crisis, so that relevant lessons are learned and implemented for the current crisis as well as for future crises. Section 3: Technologies, Information, and Knowledge for National Security

12. Exploring the Crisis Management/Knowledge Management Nexus, Pg Section 3: Technologies, Information, and Knowledge for National Security There is no predetermined beginning or end for this process; everything depends on where the realization of the problem starts and what kind of knowledge is needed. Each phase of the cycle represents a different combination of three key variables: (1) process, whether it is a knowledge transfer or knowledge conversion; (2) output, whether it produces tacit or explicit knowledge; and (3) participation, whether it is an individual task or a group task.

12. Exploring the Crisis Management/Knowledge Management Nexus, Pg. 134 The delay in the decision-making process is still cause for some concern when trying to connect the use of expertise with the special circumstances of a crisis. Looking back at the three defining characteristics of a crisis discussed in the beginning of the chapter (urgency, threat to core values, and uncertainty), the problem of uncertainty is most obviously connected to the use of external expertise, since experts are generally brought in to solve a specific problem.. The effectiveness of the knowledge work done before, during, and after crises heavily impacts preparedness, CM capacity, and the prospects of success in a very difficult domain. Scholars and practitioners of CM can benefit significantly by drawing upon the growing literature and evolving set of practices associated with the field of KM. Section 3: Technologies, Information, and Knowledge for National Security