NATO's Lessons in Crisis

Institutional Memory in International Organizations
 
 
Oxford University Press
  • erschienen am 2. April 2018
  • |
  • 256 Seiten
 
E-Book | PDF mit Adobe DRM | Systemvoraussetzungen
978-0-19-067219-5 (ISBN)
 
In crisis management operations, strategic errors can cost lives. Some international organizations (IOs) learn from these failures whereas others tend to repeat them. Given that they have high rates of turnover, how is it possible that any IO retains knowledge about the past? This book introduces an argument for how and why IOs develop institutional memory from their efforts to manage crises. Findings indicate that the design of an IO's learning infrastructure (e.g. lessons learned offices and databases) can inadvertently disincentivize IO elites from using it to share knowledge about strategic errors. Elites - high-level officials in IOs - perceive reporting to be a risky endeavour. In response, they develop institutional memory by creating and using informal processes, including transnational interpersonal networks, private documentation and conversations during crisis management exercises. The result is an institutional memory that is highly dependent on only a handful of individuals. The book draws on the author's interviews and a survey experiment with 120 NATO elites across four countries. Cases of NATO crisis management in Afghanistan, Libya and Ukraine further illustrate the development of institutional memory. Findings challenge existing research on organizational learning by suggesting that formal learning processes alone are insufficient for ensuring that learning happens. The book also offers recommendations to policymakers for strengthening the learning capacity of IOs.
  • Englisch
  • Oxford
  • |
  • USA
  • 13,28 MB
978-0-19-067219-5 (9780190672195)
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Heidi Hardt is an Assistant Professor of Political Science at the University of California, Irvine. Her research explains how and why international organizations perform in the ways that they do, particularly in the area of international conflict management. She is the author of Time to React: The Efficiency of International Organizations in Crisis Response (Oxford University Press, 2014). Her research has also been published in edited volumes and in journals, including Review of International Organizations, Global Governance, European Security and African Security.
Table of Contents Abbreviations Acknowledgements Chapter 1: Lessons in Failure: Institutional Memory of Strategic Errors Chapter 2: Tête à tête: The Informal Development of Institutional Memory Chapter 3: Dilemmas in Design: Constraints on Sharing Knowledge of Errors Chapter 4: See No Evil: Reflections on Errors in Afghanistan, Libya and Ukraine Chapter 5: Hear No Evil: The Informal Processes of Sharing Knowledge of Errors Chapter 6: Speak No Evil: The Sources that Spur Knowledge Sharing of Errors Chapter 7: A Reactive Culture: Why the Informal Development of Memory Persists Chapter 8: Conclusion: Toward Total Recall in International Organizations Appendix Notes Bibliography Index

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