Episode 7 of 25: Krisehåndtering: Radical Innovation in Crisis Leadership – From Theory to Practice

In this episode, we explore Chapter 7 of the anthology Crisis Management edited by Tore Hafting (2017), written by Erik Bjurström and Git Roxström. This chapter investigates the challenges of implementing radical innovations in crisis leadership. Drawing on their experiences from the international Multinational Experiment Series (MNE), the authors discuss why many high-potential innovations fail to be adopted in practice, despite solid theoretical foundations and promising experimental results.

We discuss:

• The limits of conventional crisis leadership – Why established practices often resist change, even in the face of new threats and uncertainties.

• Planning for the unknown: The difficulty of preparing for crises that fall outside existing structures and routines.

• From analysis to implementation: How the gap between concept development and real-world application hinders progress in crisis management.

• The MNE experience: Insights from multinational crisis leadership experiments conducted from 2001–2012, involving up to 19 nations.

• The "Harmonization Marketplace" metaphor: A new way of thinking about leadership and decision-making in uncertain and socially complex environments.

• CD&E methodology (Concept Development & Experimentation): Its strengths, ambitions, and limitations in facilitating innovation.

• Barriers to innovation: Including organizational inertia, overreliance on technical systems, and lack of social trust and interaction.

• The practice trap: Why new frameworks and concepts often fail to influence real-world practices.

• The role of social interaction: Moving from centralized command to emergent collaboration in dynamic environments.

• Lessons from failure: How ignoring implementation undermines even the most promising innovations.

This episode emphasizes that genuine innovation in crisis leadership must go beyond theory—it requires embedded implementation strategies, sensitivity to organizational culture, and openness to social learning and local adaptation.

Disclaimer:
This podcast is an independent, AI-generated educational resource and is not affiliated with or officially endorsed by Erik Bjurström, Git Roxström, Tore Hafting, or Vigmostad & Bjørke. While we strive to present accurate information, we do not take responsibility for any errors, omissions, or misinterpretations. Listeners are encouraged to refer to the original book "Crisis Management" for a comprehensive understanding.

Source:
Hafting, T. (ed.) (2017). Crisis Management. Vigmostad & Bjørke AS.