canteen什么意思危机和灾害【外文翻译】

2020年11月25日发(作者：殷七七)
外文翻译
原文
A New World of Crises and Disasters
Material Source: Louisiana State University
Author: Arjen Boin
The world of crises and disasters is shifting. The frequency, nature, and
consequences of these adverse events are changing (Missiroli, 2006; OECD, 2003;
Posner,2004; Quarantelli, Lagadec, & Boin, 2006; Robb, 2007). This shift in possible
adversity poses new challenges to political- administrative elites. It also spurs a new
research agenda for students of the public sector.
This opening statement should not be taken as an apodictic overstatement. Crises
and disasters may be getting worse in some ways, but the capacity to deal with some
of these adverse events is growing. It is, for instance, easily forgotten that some
“traditional” disasters rarely occur in modern societies, where they used to be
ubiquitous not so long ago (think of cholera, bridge collapses, and theater fires). In
fact, there is ample evidence to suggest we are safer today than we have ever been
before (Wildavsky, 1988).
Yet, the shape and dynamics of crises and disasters is changing. They have
different causes, play out differently, draw different reactions, and affect societies in
different ways. This special issue takes stock of this development. The contributors
assess the changing nature of crises and disasters, explore existing and emerging
challenges, and formulate research questions that demand our attention. In this
introduction, I sketch a theoretical ideal type of the modern crisis, which I will refer to
as the transboundary crisis.
The contributions in this special issue strongly suggest that the crises of the
future will be increasingly transboundary in nature. These events are likely to last
much longer than contemporary crises, as they infect other sectors and functions,
changing continuously. They are likely to cause more damage, but in a different way.
Much more than before, they pose a critical challenge to the legitimacy base of public
and private organizations.
The key to understanding the shifting nature of crises and disasters is deceptively
simple: threat agents will look familiar (e.g., natural forces, violence, and
technological failure), but the consequences play out very differently. To understand
why Review of Policy Research, Volume 26, Number 4 (2009)
this is the case, I begin by outlining the characteristics of these transboundary
crises (section 2). Section 3 identifies the political-administrative challenges posed by
these crises and disasters. The article concludes by formulating a set of key research
questions and introducing the contributions to this special issue.
We speak of a transboundary crisis when the functioning of multiple,
life-sustaining systems, functions, or infrastructures is acutely threatened and the
causes of failure or courses of redress remain unclear. This definition builds on the
traditional notion of crisis with its core conceptual elements of threat, urgency, and
uncertainty (Rosenthal, Boin, & Comfort, 2001; Rosenthal, Charles, & ‘t Hart, 1989).
What sets it apart from the more traditional definition is its emphasis on the tightly
woven web of critical infrastructures that characterizes modern society (see also the
contributions of Wachtendorf and Santella et al. in this special issue).
The potential for crossing boundaries sets this new class of adversity apart from
its traditional brethren. A transboundary crisis can easily cross geographical borders,
threatening multiple cities, regions, countries, and continents. A snow storm in the
southern and central provinces of China left hundreds of thousands stranded during
the New Year holidays (February 2008), severely exposing the country’s inadequate
crisis management structures. The current financial implosion does not respect
national borders, as it wreaks havoc across the world.
Task 1: Preparing in the Face of Indifference
Public leaders need to prepare themselves and their organizations for the
occurrence of a crisis or disaster, which will require rapid, coordinated, and often
improvised action to ensure an effective response. There are many ways to prepare for
crises, including training, simulations, and wholesale cultural change (Weick
&Sutcliffe, 2001). Such preparations generally run into three , crisis
preparation is relatively expensive. The allocation of permanent staff and resources, in
combination with continuous training, planning, and exercise efforts, in preparation
for an event that may happen, takes away scarce resources from problems that are
already happening. Only in the immediate wake of a time-defining disaster (think of
9/11 or Katrina) is it politically feasible to divert money away from such perennial
concerns as crime, education, unemployment,defense, and critical infrastructures