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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.
When disaster strikes, our instinctive response is to make things
better, not only as individuals but also as groups, organisations,
communities and major institutions within society. With increasing
climate-related disasters and the potential for future global
pandemics, philanthropy will continue to play an essential role.
Yet our knowledge of how philanthropic responses to disasters are
motivated, organised and received is fragmented. This book is a
step toward curating our existing knowledge in the emerging field
of 'disaster philanthropy' and to building a robust base for future
research, practice and public policy. The authors highlight
unknowns and ambiguities, extensions and unexplored spaces, and
challenges and paradoxes. Above all, they recognise that
philanthropic responses to disasters are complex, conditional and
subject to change.
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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