Ruchi Sinha, PhD
University of South Australia Business School
A Framework for Crisis Leadership: The Role of Language
Public leaders are the role models that define the boundaries of what is desirable and what is unacceptable during a crisis. Their behaviour on the public platform (e.g. speeches, media releases etc.) and their response in terms of policy improvements are critical signals for the larger public. The management literature provides a host of strategies and steps for crisis management, while the leadership research literature discusses the behavioural patterns that make public leaders successful during a crisis. This paper integrates the two bodies of work to develop a framework for public leadership during a crisis. The conceptual framework presented at the conference will cover the role of language in how the public leader engages with the larger audience and how language in public speeches and policies can help regulate the emotional distress prevalent during a crisis. When institutions and organizations are in crisis, there is a drop in morale and a rise in cynicism. Part of an effective strategy for public leaders involves addressing negative emotions and cynical thinking within their organizations and in the larger society. In addition, the framework will integrate theoretical work on adaptive leadership to identify how public leaders can accurately diagnose challenges in a VUCA world to mobilize their followers to enact change. An essential element of crisis leadership is building the capacity to manage future challenges – both the predictable and the unpredictable ones. This framework will allow academics, practitioners and public leaders to engage with the integrated insights from organizational behaviour and management. The implications for governance, crisis-management systems and policy making will also be discussed in relation to the framework.
Adaptive Survival and Adaptive Policies：How the Rohingya Jadeite Businessmen in Ruili, China Respond to COVID-19
Most research about adaptive policy-making pays more attention to the policy-making process and ignores the action and agency of actors. Therefore,this paper aims to develop a new analytic framework under the COVID-19 to examine the linkage between ethnic characteristics, ethnic economy, ethnic community, host community and policy-making. The article takes Rohingya Jadeite businessmen in Ruili, Yunnan as an example, and describes how they adapted and survived under the epidemic through ethnography and in-depth interviews. After the outbreak of the COVID-19 around the world, the Chinese government closed its doors to restrict mobility and set a series of constraints to encourage foreign immigrants to return to their countries of origin. Rohingya suffer discrimination and exclusion in Myanmar, which makes them unwilling to return to Myanmar. They can only constantly adjust their strategies to adapt to the change of the Chinese government's immigration policy under the epidemic. Rohingya have taken various measures to stay in China, for example changing their way of livelihood, leaving their ethnic communities and dispersing around the city, cooperating with the boss of China's jade live streaming company to obtain shelter and so on. It reminds us to re-understand the complex relationship between immigration, immigration community, immigration economy and host country policy from the adaptive survival of Rohingya people in China under multi-level restrictions. Accordingly, the article proposes a conceptual framework for adaptive policies, adding four elements of ethnic characteristics, immigrant communities, dominant communities and immigrant economies to supplement the initial conceptual framework of adaptive policies. At the same time, the adaptability of the Rohingya under the COVID-19 is also an opportunity for us to re-understand the Rohingya and rethink the policy-making for them.
Md. Whaheed Alam
An assessment of collaborative efforts to provide technology supported solution to ensure emergency food supplies to extremely needy people in Bangladesh
The Covid 19 is recorded to be one of the unprecedented shocks humans have experienced in modern history. It has created devastating economic, social and public health consequences and impacts in almost all countries and societies across the world.
Although Bangladesh has made commendable success in reducing property over the years, more than one fifth of its population still live in poverty – 22 percent in 2018. However, according to some estimates the level of poverty has risen to some extent during the Covid period because of the shrunken economic activities and loss of employment. As Covid has forced the Government of Bangladesh to impose full and partial lock-down number of times at nation and local level, livelihoods of these poor people, who mostly maintain their livelihood through daily earning or wages, have been in stake - specially to ensure their three daily meals, basic nutritional needs of their family members and to reduce their mental trauma.
In this context, a2i project has given a technology supported solution to provide emergency food supplies to the extremely needy people across the country by using the National Service Desk 333 hotline. The platform has engaged multiple stakeholders involving the Prime Minister’s Office, the Ministry of Disaster Management, ICT division, local administration at different tires, local governments and private sector. Along the process, the emergency food supplies has involved differentiated levels of leadership, planning, facilitation, innovation, resource mobilization and sharing from the stakeholders. So far, around 600,000 extremely needy people have received emergency food support through this platform across the country.
This technology supported effort can be an important learning in multiple dimensions to promote collaborative governance to mitigate the adverse impact of the pandemic in the country and beyond.