Learning Processes for Crisis Management in Complex Organizations

Safety practices and preparations for limited emergencies are common activities in complex systems. In contrast, the vital task of planning for a crisis is usually poorly handled. This paper seeks to provide a better understanding of the prerequisites for successful learning processes to deal with crisis situations. It reveals the barriers that emerge during the process of developing satisfactory learning practices. The objectives of this paper are twofold. The first aim is operational: how can one develop adequate learning processes despite the challenges involved? The second aim is theoretical: what light do these efforts and the resistance they arouse shed on the debate between "High Reliability Theorists' and 'Normal Accident Theorists', in which the status of learning processes is a key element. The author refers to his personal experience with crisis research and consultation.