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241. June 2020 Issue

Author:
Paul Cruickshank, Don Rassler, Audrey Alexander, Chelsea Daymon, Meili Criezis, Christopher Hockey, Michael Jones, Mark Dubowitz, Saeed Ghasseminejad, and Nikita Malik
Publication Date:
06-2020
Content Type:
Journal Article
Journal:
CTC Sentinel
Institution:
The Combating Terrorism Center at West Point
Abstract:
COVID-19 is arguably the biggest crisis the planet has faced since the Second World War and will likely have significant impacts on international security in ways which can and cannot be anticipated. For this special issue on COVID-19 and counterterrorism, we convened five of the best and brightest thinkers in our field for a virtual roundtable on the challenges ahead. In the words of Magnus Ranstorp, “COVID-19 and extremism are the perfect storm.” According to another of the panelists, Lieutenant General (Ret) Michael Nagata, “the time has come to acknowledge the stark fact that despite enormous expenditures of blood/treasure to ‘kill, capture, arrest’ our way to strategic counterterrorism success, there are more terrorists globally today than on 9/11, and COVID-19 will probably lead to the creation of more.” Audrey Kurth Cronin put it this way: “COVID-19 is a boost to non-status quo actors of every type. Reactions to the pandemic—or more specifically, reactions to governments’ inability to respond to it effectively—are setting off many types of political violence, including riots, hate crimes, intercommunal tensions, and the rise of criminal governance. Terrorism is just one element of the growing political instability as people find themselves suffering economically, unable to recreate their pre-COVID lives.” The roundtable identified bioterrorism as a particular concern moving forward, with Juan Zarate noting that “the severity and extreme disruption of a novel coronavirus will likely spur the imagination of the most creative and dangerous groups and individuals to reconsider bioterrorist attacks.” Ali Soufan warned that “although the barriers to entry for terrorists to get their hands on bio weapons remain high, they are gradually being lowered due to technological advances and the democratization of science.” The special issue also features five articles. Audrey Alexander examines the security threat COVID-19 poses to the northern Syria detention camps holding Islamic State members, drawing on a wide range of source materials, including recent interviews she conducted with General Mazloum Abdi, the top commander of the SDF, and former U.S. CENTCOM Commander Joseph Votel. Chelsea Daymon and Meili Criezis untangle the pandemic narratives spun by Islamic State supporters online. Christopher Hockey and Michael Jones assess al-Shabaab’s response to the spread of COVID-19 in Somalia. Mark Dubowitz and Saeed Ghasseminejad document how the Iranian regime has spread disinformation relating to the pandemic. Finally, Nikita Malik discusses the overlaps between pandemic preparedness and countering terrorism from a U.K. perspective.
Topic:
Communications, Governance, Counter-terrorism, Media, Islamic State, Crisis Management, Al Shabaab, Pandemic, COVID-19, and Disinformation
Political Geography:
Africa, United Kingdom, Iran, Middle East, Syria, and Global Focus

242. Preparing for a Looming Water Crisis: Lessons Learned from COVID-19 in the Middle East and North Africa Countries

Author:
Jamal Saghir and Yasmina El Amine
Publication Date:
05-2020
Content Type:
Policy Brief
Institution:
Institute for the Study of International Development, McGill University (ISID)
Abstract:
The challenge of water security is growing globally. Achieving and sustaining water security, in both developed and developing countries, is likely to increase in complexity and priority as climate change intensifies, but also as the demands of economic growth increase. For most MENA countries that were already facing water security and major social, health and economic challenges before COVID-19, this additional pressure is particularly excruciating. Like COVID-19 and climate change, water scarcity in MENA is a global problem that requires collective action. There is no more urgent time to address the MENA’s water crisis than now, when people are constantly being reminded to use water to combat the spread of the virus. The Arab world appears to have averted significant health impacts from COVID-19, possibly shielding to a certain extent its health sector, however other sectors are at risk of collapsing, as the region is on the brink of an even more devastating water crisis. Drawing on countries’ responses to the outbreak and on unique traits and issues typical to the region, this policy paper discusses COVID –19 and the MENA and explores lessons learnt from the pandemic, in light of the upcoming water crisis in the MENA. It examines the issues of inequality and regional cooperation. It argues that fostering innovation for resilience is crucial in the absence of strong institutional response or capacity of governments, while also tackling critical ways to address and prepare for increasing water scarcity in the region. Finally, the paper provides policy recommendations that represent fundamental requirements for sustainable water development in the MENA countries.
Topic:
Development, Water, Crisis Management, Sustainability, and COVID-19
Political Geography:
Middle East and North Africa

243. Making Sure the Lebanese Revolution Does Not Devour Its Own Children

Author:
Christophe Abi Nassif
Publication Date:
01-2020
Content Type:
Journal Article
Journal:
Harvard Journal of Middle Eastern Politics and Policy
Institution:
The John F. Kennedy School of Government at Harvard University
Abstract:
When protests broke out across Lebanon on 17 October 2019, very few people anticipated the political, economic, and financial consequences that the country finds itself facing today. In an unprecedented buildup of events, a government resigned, a monetary crisis sharply accelerated, and uncertainty about the future of a nation spiked. And while the first few weeks have been particularly raging, a relative status quo between protesters and the government seems to have prevailed. This article makes the case for four essential changes that the Lebanese revolution may want to consider to avoid stagnation and potential decay and ultimately achieve results and a significant breakthrough in political representation.
Topic:
Government, Social Movement, Crisis Management, and Revolution
Political Geography:
Middle East and Lebanon

244. Leading with Intentionality: The 4P Framework for Strategic Leadership

Author:
Robert Wilkinson and Kimberlyn Leary
Publication Date:
09-2020
Content Type:
Working Paper
Institution:
The John F. Kennedy School of Government at Harvard University
Abstract:
The year 2020 has brought one crisis after another, perhaps exacerbating a common belief that a “heroic leader” can save the day. But does this mythical figure really exist? Leadership, once we study it, isn’t one thing exercised at the top by one person, as our colleague and leadership expert Ron Heifetz has observed; it is an activity exerted by people at all levels, and by noticing certain less obvious aspects of leadership, anyone can improve at it. Leadership is possible at any time there is a collective problem. Each of us may have a role to play in mobilizing others to address community problems, and each of us can improve our skills to be more effective.
Topic:
Leadership and Crisis Management
Political Geography:
Global Focus

245. The Impacts of the New Coronavirus Pandemic on the Global Economy: A Nontechnical Summary

Author:
Kensuke Yanagida
Publication Date:
04-2020
Content Type:
Commentary and Analysis
Institution:
Japan Institute Of International Affairs (JIIA)
Abstract:
As of April 5, 2020, there are 177 countries/regions confirming cases of new coronavirus infections (COVID-19), making this an unprecedented pandemic. With the number of infected people increasing and medical systems under severe pressure, measures such as lockdowns and border restrictions have been tightly imposed in most countries/regions. As a result, economic activities in both production and consumption have been temporarily halted. Indeed, the pandemic is creating a situation that is simultaneously freezing the global economy. Kristalina Georgieva, Managing Director of the International Monetary Fund (IMF), said that the impact of the Corona Shock on the global economy could be "far worse" than that of the 2008-2009 global financial crisis (also known as the Lehman Shock). 　　How much impact will the unprecedented pandemic have on the global economy? In this paper, the author will quantitatively analyze the impact of the Corona Shock using an applied general equilibrium model (Computable General Equilibrium (CGE)). The estimation results show that the longer the COVID-19 outbreak continues and the greater the spread of infections, the greater the negative impact on the global economy. The impact is forecast to be at or even above the level of the Lehman Shock.
Topic:
Economy, Crisis Management, and COVID-19
Political Geography:
Global Focus

246. The Fall of Chile

Author:
Axel Kaiser
Publication Date:
10-2020
Content Type:
Journal Article
Journal:
The Cato Journal
Institution:
The Cato Institute
Abstract:
Following the failed Marxist experiment of Chilean President Salvador Allende, a free‐​market revolution led by the so‐​called Chicago Boys in the 1970s and 1980s created the conditions necessary for the country to experience an “economic miracle” that captured worldwide attention.1 As Nobel laureate economist Gary Becker (1997) put it, Chile became “an economic role model for the whole underdeveloped world.” This performance, said Becker, “became still more impressive when the government was transformed into a democracy.” Along the same lines, Nobel laureate economist Paul Krugman argued that the reforms introduced by the Chicago Boys “proved highly successful and were preserved intact when Chile finally returned to democracy in 1989” (Krugman 2008: 31). Indeed, from 1990 to 2010 a left‐​wing coalition called “Concertación” came to power. Despite having been comprised of opponents to the military dictatorship and by many former members of Salvador Allende’s government, Concertación kept in place the foundations of the free‐​market system. A pragmatic view prevailed, leading to the recognition and adoption of the economic legacy of the Pinochet years.
Topic:
Economics, Reform, Neoliberalism, Ideology, Crisis Management, Transparency, and Free Market
Political Geography:
South America, Chile, and United States of America

247. Internally displaced people in Mali's capital city: When a crisis turns chronic

Author:
Boukary Sangaré and Signe Marie Cold-Ravnkilde
Publication Date:
12-2020
Content Type:
Policy Brief
Institution:
Danish Institute for International Studies (DIIS)
Abstract:
As world attention focuses on Central Mali’s conflict hot spots, more than 50,000 of the country’s 311,193 internally displaced persons (IDPs) have fled to Mali’s southern cities, including the capital Bamako. The inhuman conditions in the informal IDP camps manifest an overall failure to protect civilians despite the presence of more than 25,000 foreign soldiers, 13,000 of whom are UN peace keepers. To support peacekeeping efforts, long-term development investment must be complemented with short-term assistance to provide protection, food and shelter to Mali’s most vulnerable victims of war. RECOMMENDATIONS: Mali needs to develop and implement a national strategy that respects the rights of internally displaced persons (IDPs) to make free, informed and voluntary choices of settlement. Long-term development assistance must be complemented with flexible, immediate and short-term assistance to the most vulnerable IDPs. Access to accommodation, jobs and health facilities is needed to avoid precarious survival strategies, such as street begging, child marriage and survival sex.
Topic:
Development, Displacement, Crisis Management, and Peace
Political Geography:
Africa and Mali

248. What We Can Learn From the Wonder Women of COVID-19

Author:
Izzy Ernst and Grace Pringle
Publication Date:
11-2020
Content Type:
Policy Brief
Institution:
Belfer Center for Science and International Affairs, Harvard University
Abstract:
The one good news story of 2020 seems to have been the rise of female leadership. In April, a Washington Post headline declared that female leaders were “hailed as voices of reason amid the coronavirus chaos.” High-profile figures like German Chancellor Angela Merkel and Taiwan President Tsai Ing-wen emerged as perfect foils to UK Prime Minister Boris Johnson and U.S. President Donald Trump. Since then, our research confirmed that male-led countries had 1.9 times more COVID-19 deaths per million than their female counterparts during the first five months after outbreak or roughly the first wave of coronavirus.1 However, despite the appealing headlines, our research also found that there is a catch: female leaders did not perform better because of their sex, but rather because of their leadership skills. We tested four popular theories commentators put forward to explain the coronavirus gender gap. Were female leaders more likely to: involve experts in decisions, show empathy, communicate instructions clearly, or take early action to avoid loss of life? These traits roughly track with leadership research that suggests that female leaders are more likely to be participative or democratic, other-directed, and risk averse. In contrast, male leaders tend to be authoritarian, self-directed, and risk-takers. These trends may be explained by socialization and experiences of women. As Professor Zoe Marks notes, “women in male-dominated fields often incur penalties for assertive, power-seeking behavior.” Men and white people also tend to perceive risks as less likely than women and people of color respectively. However, it turns out none of the leadership behaviors we analyzed are correlated with women any more than with men. Successful leaders with the fewest COVID-19 deaths—wonder woman New Zealand Prime Minister Jacinda Ardern as well as Australian Prime Minister Scott Morrison—share two leadership traits in common: early, decisive action and clear, instructive communication. They locked down earlier and communicated clearly, plainly explaining harsh realities, instructions and warnings. No one can argue that President Trump’s statement that “like a miracle, [COVID] will disappear” has aged well.
Topic:
Women, Leadership, Crisis Management, Public Health, and COVID-19
Political Geography:
Global Focus

249. Lessons from the Ebola Crisis in West Africa: Community engagement, crisis communication and countering rumours

Author:
Frida Bjørneseth, Morten Bøås, Henriette U. Erstad, Alessia Iocchi, and Kari M. Osland
Publication Date:
04-2020
Content Type:
Special Report
Institution:
Norwegian Institute of International Affairs
Abstract:
What lessons can we draw from the 2014-2016 Ebola crisis in Guinea, Liberia, Sierra Leone? While both the outbreak itself and the context is different, there are enough similarities between the Ebola crisis and COVID-19 to extract useful lessons and best practices. In this research note, the focus is on three key lessons from the Ebola experience: community engagement, crisis communication and countering the rumour mill. In the world’s most fragile states, an uncontrolled outbreak of COVID-19 would have devastating consequences for the population. In a scenario where the spread of the coronavirus is under control in large parts of the world, the survival of COVID-19 in fragile states would also most certainly be a source for new waves of infections to the rest of the world. Not only do fragile states lack capacity to react adequately on their own, but their ability to utilise external support and assistance is limited due to low absorption capacity.
Topic:
Ebola, Crisis Management, Public Health, and COVID-19
Political Geography:
Africa and West Africa

250. In the shadow of the virus Varieties of power in the COVID-19 crisis in Venezuela

Author:
Peder Østebø
Publication Date:
12-2020
Content Type:
Special Report
Institution:
Norwegian Institute of International Affairs
Abstract:
While all states face massive challenges when responding to COVID-19, some are in a more precarious position than others. In Venezuela, the pandemic arrived at the worst possible time for its citizens. Facing one of the deepest economic crises outside of wartime in recent years, its consequences have spilled over to all aspect of social life.1 However, the timing seems to have suited the leaders of the Venezuelan regime well. Rather than constituting a threat to the stability of a regime that has lost both democratic legitimacy and the capacity to provide services and security, the government of Nicolas Maduro (2013-present) has seemingly managed to consolidate itself after several years of instability. The starting point of the discussion is an apparent paradox: how can a regime with neither legitimacy nor capacity, two commonly invoked criteria for effective crisis management, strengthen itself during a crisis such as that spurred by COVID-19? The brief presents an overview of how the Venezuelan regime has responded to COVID-19, and how the government of Nicolás Maduro has applied different strategies to consolidate a favorable political status quo. It takes as its starting point three concepts, namely “state capacity,” “legitimacy,” and “power,” all of which are frequently upheld as fundamental for understanding the varying ways in which states have responded to the pandemic. It highlights how relative power relations have shifted in recent years, and how the pandemic has contributed to skewing the balance of power further in favor of the Maduro government.
Topic:
Government, Health, Crisis Management, and COVID-19
Political Geography:
South America, Central America, and Venezuela