Search

Begin New Search Topic Crisis Management Publication Year within 25 Years

11. Japan’s Strategic Cooperation with NATO: Connectivity between Ukraine and Taiwan Crises

Author:
Tomonori Yoshizaki and Ayumi Teraoka
Publication Date:
03-2024
Content Type:
Video
Institution:
Weatherhead East Asian Institute, Columbia University
Abstract:
China’s global outreach and the War in Ukraine have pushed U.S. allies in Asia and Europe closer in recent years. Professor Tomonori Yoshizaki of Tokyo University of Foreign Studies (TUFS), former Vice President of the National Institute for Defense Studies (NIDS) of the Japanese Ministry of Defense, will help us understand the motivations behind the developing ties between Japan and NATO. He will explore the prospects of their cooperation in the Indo-Pacific and beyond and conclude by offering implications for the U.S.-Japan alliance.
Topic:
Foreign Policy, NATO, International Cooperation, Alliance, Crisis Management, and Russia-Ukraine War
Political Geography:
Japan, Europe, Taiwan, Asia, and United States of America

12. Tunisia’s Transformation Into a Transit Hub: Illegal Migration and Policy Dilemmas

Author:
Hamza Meddeb and Fakhreddine Louati
Publication Date:
03-2024
Content Type:
Working Paper
Institution:
Carnegie Endowment for International Peace
Abstract:
Due to structural economic, climate, and social crises in the Sahel, Tunisia has emerged as a key transit point for sub-Saharan African migrants and asylum seekers aiming to reach Europe. This has fueled a migration economy in Tunisia. Caught between Tunisia’s attempts to leverage migration to pressure the European Union (EU) on the one hand and the EU’s securitization of migration on the other, sub-Saharan African migrants find themselves trapped in a complex web of challenges.
Topic:
Migration, Politics, Reform, European Union, and Crisis Management
Political Geography:
North Africa and Tunisia

13. The Buildup to a Crisis: Current Tensions and Future Scenarios for Tunisia

Author:
Ishac Diwan, Hachemi Alaya, and Hamza Meddeb
Publication Date:
01-2024
Content Type:
Working Paper
Institution:
Carnegie Endowment for International Peace
Abstract:
Tunisia has been living beyond its means since 2011. External support and credit flowed into the country after the 2010–2011 uprising to support its nascent democracy, but this funding ended up largely financing a consumption boom that is unsustainable. To make matters worse, macroeconomic and political instability have begun to deeply harm the country’s productive capacity. The risk of a serious financial crisis has risen and corrective action is needed to ward it off. Tunisia’s political system should be able to avoid such catastrophic outcomes. Most reasonable people agree that the risks are rising and that something needs to be done. However, the disagreement is over magnitude, timing, and the type of program required to address the country’s problems. A hard economic adjustment risks unleashing a sociopolitical crisis. Not engaging in a correction, however, may well engender a future economic meltdown. Buying time is easiest politically, but it often means only postponing the crisis, leading to an even larger explosion. The challenge is to find the narrow path to escape a crisis by generating confidence in a national program that is politically acceptable and that can lead to a brighter future. Faced with these negative dynamics—the lack of sustainability and economic regression—economic agents might not merely adjust to the new normal. Instead, they might try to push the burden elsewhere in the economy and by so doing unleash more destructive forces. Think of society, with its networked organizations, as a hydraulic system. As pressure mounts, weaker parts of the network are at risk. Pushing pressure out from one part, instead of addressing the root cause of the problem, only leads to more pressure on other parts. Ultimately, the system will burst at its most vulnerable point. Typically, deterioration is not linear. Pressure builds up in invisible ways until the system explodes in a generalized crisis. There are several ways in which this can happen: foreign exchange reserves are used up slowly until a run takes place and the currency collapses; financing the state’s losses drains the private sector, reducing investment, until there is a collapse in growth; taxes are raised or services reduced, or both, leading to a social explosion; fiscal losses are financed with new loans (or arrears) until creditors dry up, and printing money remains the only solution, leading to hyperinflation; or banks keep lending to the state until depositors lose confidence in the banking sector and there is a bank run. What is destroyed will have to be rebuilt from scratch at great cost. It is in this context that Carnegie’s new Tunisia Sustainability Lab is beginning its work. The objective is twofold. First, the lab will monitor the risks ahead and alert the public about developments. It will do so by preparing a regular scorecard of Tunisia’s economic, financial, fiscal, external, and sociopolitical domains. Second, the lab will track proposals advanced by national and international parties on possible pathways to progress, reporting on and analyzing initiatives to avoid the worst of them. So far, several International Monetary Fund (IMF) proposals have been rejected by the Tunisian authorities. There are alternative proposals, some outlined by civil society actors, but they have not materialized. To support social dialogue, we will highlight the various initiatives and try to evaluate their impact. We will also develop scenarios to assess macroeconomic trends, which we will update over time.
Topic:
Crisis Management, Macroeconomics, IMF, and Economic Crisis
Political Geography:
North Africa and Tunisia

14. “They’re Making It up as They Go”: Inside the Response to Brazil’s Deadly Floods

Author:
Michael Fox
Publication Date:
05-2024
Content Type:
Commentary and Analysis
Institution:
The North American Congress on Latin America (NACLA)
Abstract:
Climate change and poor disaster preparedness have exacerbated the impacts of historic floods that have left parts of southern Brazil underwater.
Topic:
Climate Change, Natural Disasters, Crisis Management, and Flood
Political Geography:
Brazil and South America

15. Strategies for Assessing Triple Nexus Initiatives and Integrating Peace Aspects – Insights from Niger

Author:
Christina Plesner Volkdal
Publication Date:
02-2024
Content Type:
Policy Brief
Institution:
Centre for Business and Development Studies (CBDS), Copenhagen Business School
Abstract:
The Triple Nexus approach represents a paradigm shift in how international organizations, including UNICEF, address complex crises that span humanitarian, development, and peace dimensions. UNICEF must navigate the delicate balance between adhering to the humanitarian principles of neutrality, impartiality, independence, and humanity while engaging in development and peace-building activities that may require aligning with government policies and engaging in politically sensitive contexts. There is a significant challenge in developing metrics and methodologies to measure the synergies and outcomes of the Triple Nexus approach effectively. This includes quantifying how initiatives contribute to peace interacting with humanitarian and development outcomes. UNICEF's approach in Niger, implementing food security policies to respond to humanitarian needs while simultaneously operating as a development program, holds the potential to positively impact peace in the region, thus aligning with the Triple Nexus framework.
Topic:
Development, International Organization, Food Security, Crisis Management, and UNICEF
Political Geography:
Africa and Niger

16. What if…? 12 Dragon King scenarios for 2028

Author:
Florence Gaub
Publication Date:
03-2024
Content Type:
Special Report
Institution:
NATO Defense College
Abstract:
At first glance, this publication appears to be a collection of Early Warning essays – they are, to some extent, but they should not be exclusively read as such. Conventional Early Warning systems have a much shorter time horizon – normally hours, perhaps months at most – than these scenarios, and they are solely mitigation mechanisms, that is to say they provide no insight into how the event they are warning of can be avoided. They are thus not an intellectual thought exercise, but solely an alarm bell. Our Dragon Kings in this volume provide insight into how they can be avoided, but they also challenge our assumptions in more ways than one. They are therefore awareness-raisers no matter how credible or plausible you will find them. Just reading them will have a readiness-increasing effect. (In fact, the more absurd you find them, the more pronounced this is because your mind will learn more when the emotion they generate is greater.) These scenarios can become even more useful, however, if you use them for simulation exercises in a team. You can use them as a blueprint for a wider scenario exercise, whether one wishes to adopt a blue or red team approach to them, and ask questions such as: how could this have been prevented, what would have to be done? What are alternative pathways of this scenario that are even worse, and how can we prevent those? The most important aspect is that every exercise of this kind must lead to some concrete policy steps. Merely thinking about improbable futures is never enough – doing something about them is what makes them a useful policy-tool. In that case, they lead to active, rather than passive, engagement with the content, foster collaboration, encourage innovation, practice decision-making, provide a space for failure and experimentation with alternative courses of action. It is precisely because of this that scenarios are a common feature in military education, but they work just as well in any other strategic context – provided, time and space is made for it. If yes, they contribute to increasing preparedness and readiness, and accelerate the response time to surprise. What’s more, generally engaging in fringe thinking about the future will strengthen these capabilities no matter what kind of surprise eventually occurs. Much like how vaccines teach the immune system, disruptive thinking strengthens our neural networks, making us more resilient for extreme situations.
Topic:
NATO, Natural Disasters, Elections, Crisis Management, Coup, UN Security Council, Biological Weapons, Resilience, Arctic Council, and Readiness
Political Geography:
Russia, China, Iraq, Europe, India, Taiwan, Latin America, Nigeria, and Tunisia

17. How to write a strategy

Author:
Christopher M. Schnaubelt
Publication Date:
06-2024
Content Type:
Special Report
Institution:
NATO Defense College
Abstract:
Writing a strategy is difficult because the purpose is to change the behavior of humans. The most common context for strategy is in the sphere of military activities: how to apply force in a manner that breaks the will of an enemy, causing that enemy to stop fighting. However, strategy can also be useful at less intense levels of conflict such as crisis management and stability operations. Indeed, strategy can be used for peaceful but competitive purposes such as government tax policy or corporate marketing of consumer products. This paper expresses strategy as a formula: Strategy = Ends + Ways + Means + Risk wherein Ends are the objectives or the “what” the strategy intends to accomplish; Ways are the strategic concepts/courses of action or the “how” that describes the methods of applying the means to attain the ends; and Means are the resources. Risk is the degree to which the Ends exceed the Ways + Means. The following steps should be used to write a strategy. They may be performed in a different order. In most cases, some of the steps will be repeated during the development process: • Estimate the development timeline: determine the deadlines for writing the strategy. • Develop understanding: gather information and relate it to conditions and actors. • Frame the problem( s) and opportunities: determine what is the question or problem to be solved. Questions should address internal context for the strategy development process as well as the external problem context. • Draft proposed ends: envision what is to be accomplished. • Determine the ways and means: compare the contemporary problem frame with the vision of what should be achieved, ascertain the set of resources that are currently available (or can reasonably be made available within the necessary time frame), and identify how these resources can be applied to produce the desired end state. • Consider risk: assess whether the ends, ways, and means are in sustainable balance. The degree to which the perceived cost of Ways + Means exceeds the perceived value of the Ends is Risk. • Reframe the problem: consider the likely evolution of the situation in light of proposed actions. • Finalize the statement of Ends, Means, and Ways: write the strategy using the steps in this list as an outline. • Monitor strategy implementation and effect; revise as necessary: assess whether the strategy is being properly implemented, is producing the expected effects, and progressing adequately towards the desired ends. If not, revise the strategy or the plans and/or activities that implement the strategy.
Topic:
NATO, Military Affairs, and Crisis Management
Political Geography:
Europe and North America

18. NATO and a Taiwan contingency

Author:
James Lee
Publication Date:
02-2024
Content Type:
Special Report
Institution:
NATO Defense College
Abstract:
This paper Discusses the conditions under which a Taiwan contingency could trigger Article 5. Explains how individual NATO countries already play a role in Taiwan’s security. Outlines scenarios under which individual NATO countries could become directly involved in a Taiwan contingency.
Topic:
Security, NATO, and Crisis Management
Political Geography:
China, Taiwan, and Asia

19. Conservatism and the Climate Crisis

Author:
Sam Hall, Pilita Clark, Rachel Coxcoon, and Robert Saunders
Publication Date:
06-2024
Content Type:
Video
Institution:
Mile End Institute, Queen Mary University of London
Abstract:
he climate crisis poses new challenges to all parties and traditions, and will require the intellectual resources of both right and left to meet it effectively. In this event in May 2024, the Mile End Institute brought together Sam Hall (Director of the Conservative Environment Network), Pilita Clark (leading environmental journalist), Rachel Coxcoon (Director of ClimateGuide) and Dr Robert Saunders to explore what Conservatism can contribute to the climate debate. They explored the Conservative Party's record in government, the place of the environment in the Conservative tradition, and the challenges facing Conservative environmentalists at a time of growing political polarisation.
Topic:
Climate Change, Environment, Politics, Conservatism, Crisis Management, and Polarization
Political Geography:
United Kingdom and Europe

20. Reforming the Centre of Government

Author:
Caroline Slocock and Ray Shostak
Publication Date:
03-2024
Content Type:
Video
Institution:
Mile End Institute, Queen Mary University of London
Abstract:
Ahead of a potential change of government in the United Kingdom during this year, this webinar examines the reform of the centre of government across the world. Chaired by Professor Patrick Diamond, this webinar saw Professor Ray Shostak, Martin Alessandro, and Caroline Slocock explore the lessons that could be learned by British policy practitioners. In every government, the centre of government performs a set of crucial functions: the institutions and units working at the centre provide managerial direction and coherence to the complex governing machinery, not least in accelerating the delivery of priority objectives. In the UK, the operation in Number 10 Downing Street has become the focus of much attention in recent years with its leadership and oversight role increasingly questioned. Over the last decade, crises, and shocks - including global pandemics, climate hazards, economic crises, technological developments, and global conflicts - have enhanced the value of anticipatory governance and foresight, cross-ministerial planning and policy design, alongside real-time performance monitoring and intervention all provided through the centre of government.
Topic:
Government, Reform, Crisis Management, and Institutions
Political Geography:
United Kingdom and Europe