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The danger in over‐reacting to terrorism Has the US embarked upon a road that should have remained less traveled?

The danger in over‐reacting to terrorism Has the US embarked upon a road that should have... Purpose – The purpose of this paper is to extend the earlier application of the behavioral response model which analyzed the behavioral response to September 11, 2001, to analyzing the organizational response of the US Federal Government during the ensuing years. Design/methodology/approach – Qualitative methodology is used in which the organizational response is assessed to determine if that which has been observed parallels organizational chaos typical in natural disasters. Findings – Findings suggest the literature applicable to behavioral and organizational response to natural disasters is quite appropriate to describing the post “September 11” actions of the USA. Research limitations/implications – The argument presented suggests that the organizational response was typically chaotic and is counter‐productive in defeating the long‐term goals of the terrorists. While the author extends the application of the behavioral and organizational response model to the policy decisions of the US Government, some may debate his conclusion. Practical implications – Government decision makers should consider the implications of the observations shared in the paper to avoid taking the same, perhaps failed, road in the future. Originality/value – The new territory offered herein, is the application of the behavioral and organizational response model to public policy making by high government officials in the USA – analysis of organizational response issues at the highest level of government organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Disaster Prevention and Management Emerald Publishing

The danger in over‐reacting to terrorism Has the US embarked upon a road that should have remained less traveled?

Henry W. Fischer III
Disaster Prevention and Management , Volume 14 (5): 9 – Dec 1, 2005
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References (11)

Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0965-3562
DOI
10.1108/09653560510634089
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to extend the earlier application of the behavioral response model which analyzed the behavioral response to September 11, 2001, to analyzing the organizational response of the US Federal Government during the ensuing years. Design/methodology/approach – Qualitative methodology is used in which the organizational response is assessed to determine if that which has been observed parallels organizational chaos typical in natural disasters. Findings – Findings suggest the literature applicable to behavioral and organizational response to natural disasters is quite appropriate to describing the post “September 11” actions of the USA. Research limitations/implications – The argument presented suggests that the organizational response was typically chaotic and is counter‐productive in defeating the long‐term goals of the terrorists. While the author extends the application of the behavioral and organizational response model to the policy decisions of the US Government, some may debate his conclusion. Practical implications – Government decision makers should consider the implications of the observations shared in the paper to avoid taking the same, perhaps failed, road in the future. Originality/value – The new territory offered herein, is the application of the behavioral and organizational response model to public policy making by high government officials in the USA – analysis of organizational response issues at the highest level of government organization.

Journal

Disaster Prevention and Management – Emerald Publishing

Published: Dec 1, 2005

Keywords: Terrorism; Disasters; Behaviour; Decision making; United States of America

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