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Societies are vulnerable to any number of potential disasters:
earthquakes, hurricanes, infectious diseases, terrorist attacks,
and many others. Even though the dangers are often clear, there is
a persistent pattern of inadequate preparation and a failure to
learn from experience. Before disasters, institutions pay
insufficient attention to risk; in the aftermath, even when the
lack of preparation led to a flawed response, the focus shifts to
patching holes instead of addressing the underlying problems.
Examining twenty years of disasters from 9/11 to COVID-19, Jeff
Schlegelmilch and Ellen Carlin show how flawed incentive structures
make the world more vulnerable when catastrophe strikes. They
explore how governments, the private sector, nonprofits, and
academia behave before, during, and after crises, arguing that
standard operational and business models have produced dysfunction.
Catastrophic Incentives reveals troubling patterns about what does
and does not matter to the institutions that are responsible for
dealing with disasters. The short-termism of electoral politics and
corporate decision making, the funding structure of nonprofits, and
the institutional dynamics shaping academic research have all
contributed to a failure to build resilience. Offering a
comprehensive and incisive look at disaster governance,
Catastrophic Incentives provides timely recommendations for
reimagining systems and institutions so that they are better
equipped to manage twenty-first-century threats.
Societies are vulnerable to any number of potential disasters:
earthquakes, hurricanes, infectious diseases, terrorist attacks,
and many others. Even though the dangers are often clear, there is
a persistent pattern of inadequate preparation and a failure to
learn from experience. Before disasters, institutions pay
insufficient attention to risk; in the aftermath, even when the
lack of preparation led to a flawed response, the focus shifts to
patching holes instead of addressing the underlying problems.
Examining twenty years of disasters from 9/11 to COVID-19, Jeff
Schlegelmilch and Ellen Carlin show how flawed incentive structures
make the world more vulnerable when catastrophe strikes. They
explore how governments, the private sector, nonprofits, and
academia behave before, during, and after crises, arguing that
standard operational and business models have produced dysfunction.
Catastrophic Incentives reveals troubling patterns about what does
and does not matter to the institutions that are responsible for
dealing with disasters. The short-termism of electoral politics and
corporate decision making, the funding structure of nonprofits, and
the institutional dynamics shaping academic research have all
contributed to a failure to build resilience. Offering a
comprehensive and incisive look at disaster governance,
Catastrophic Incentives provides timely recommendations for
reimagining systems and institutions so that they are better
equipped to manage twenty-first-century threats.
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