答沃尔多之问:公共危机管理研究的挑战与未来
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摘要
长期以来,身份危机一直是困扰公共管理学者的重要话题,公共管理视角下的危机管理研究也面临同样挑战。本文主要分析公共危机管理研究面临的理论与实务合法性挑战,并尝试探讨回应这一挑战的可能性,在此基础上指出未来研究中值得关注的若干议题。这些议题包括公共危机管理研究的价值导向、揭开公共部门危机管理运作的黑箱、应用更加多元的研究方法等。在探讨公共危机管理研究之余,也希望为公共管理研究提供启示。
Crisis of indentify has long been a major concern for public administration scholars.Crisis management research under the umbrella of public administration field is not an exception,which shares similar challenges.This paper aims to analyze the prevalent challenges on theoretical and practical legitimacy of crisis research,explore potential roadmap of addressing these challenges,and finally propose future research themes,including value orientation of crisis research,knowledge co-production between researchers and practitioners,and the pluralism of research methods.Our analysis goes beyond pure crisis management research,which hopefully provides insights to the general PA research as well.
Crisis of indentify has long been a major concern for public administration scholars.Crisis management research under the umbrella of public administration field is not an exception,which shares similar challenges.This paper aims to analyze the prevalent challenges on theoretical and practical legitimacy of crisis research,explore potential roadmap of addressing these challenges,and finally propose future research themes,including value orientation of crisis research,knowledge co-production between researchers and practitioners,and the pluralism of research methods.Our analysis goes beyond pure crisis management research,which hopefully provides insights to the general PA research as well.
引文
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(1)这类工作依据的理论基础是心理学的“认知偏误”(cognitive bias)研究,即人们的决策并非完全基于理性计算,也存在一系列行为偏误。行为洞见尝试将认知偏误的研究用于政策和管理实务中。
(2)具体可参见https://www.legacy.com/obituaries/dispatch/obituary.aspx?page=lifestory&pid=191553877(2019年2月27日最后访问)。
(3)早期权变理论、灾害孵化理论以及关于安全文化的探讨也都为此提供了借鉴。
(4)同样值得注意的是,自然主义决策研究并非起源于某一“学院派”研究,目前的发展也未遵循学院派的路径,而是吸纳了不同学科(如组织学、人因工程、心理学等)的视角,在解释人类应对不确定性行为方面做出贡献。经过约30年的发展,从事该理论研究的学术共同体逐渐完善,2017年已召开该领域第13次年会,并在美国和以色列等国军队指挥官培训中广泛采用。
(5)这在研究者及团队田野调研时得以反复印证。
(6)不论定量和定性方法,研究设计和对素材的理解,以及对研究发现的阐释均离不开研究者对于危机和危机管理现象的情景意识。这是目前制约大部分青年学者和学生开展卓越危机研究的最大瓶颈。
[2]PERRY J L.Is public administration vanishing?[J].Public Administration Review,2016,76(2):211- 212.
[3]WALDO D.Public administration[J].Journal of Politics,1968,30(2):443- 479.
[4]丁煌,李晓飞.摆脱“身份危机”:中国行政学若干基本问题的再反思[J].江苏行政学院学报,2011,(5):98- 104.
[5]吕孝礼,朱宪,徐浩.公共管理视角下的危机管理研究:进展与反思[J].公共行政评论,2019,(1):169- 196.
[6]吕孝礼,张海波,钟开斌.公共管理视角下的中国危机管理研究——现状、趋势和未来方向[J].公共管理学报,2012,(3):112-121/128.
[7]MINTZ A,REDD S B,VEDLITZ A.Can we generalize from student experiments to the real world in political science,military affairs,and international relations?[J].Journal of Conflict Resolution,2006,50(5):757- 776.
[8]GYLFE P,FRANCK H,LEBARON C,MANTERE S.Video methods in strategy research:Focusing on embodied cognition[J].Strategic Management Journal,2016,37(1):133- 148.
[9]HINDMARSH J,PILNICK A.Knowing bodies at work:Embodiment and ephemeral teamwork in anaesthesia[J].Organization Studies,2007,28(9):1395- 1416.
[10]BARTUNEK J M,RYNES S L.Academics and practitioners are alike and unlike:The paradoxes of academic-practitioner relationships[J].Journal of Management,2014,40(5):1181- 1201.
[11]KIESER A,LEINER L.Why the rigour-relevance gap in management research is unbridgeable[J].Journal of Management Studies,2010,46(3):516- 533.
[12]ORR K,REED D S.Public administration scholarship and the politics of coproducing academic-practitioner research[J].Public Administration Review,2012,72(4):487- 495.
[13]BOUDREAU J.How business schools have lost their way[J].Harvard Business Review,2005,83(5):96- 104.
[14]OVIATT B M,MILLER W D.Irrelevance,intransigence,and business professors[J].Academy of Management Executive,1989,3(4):304- 312.
[15]徐淑英.商学院教授们,别躲在象牙塔里!.[EB/OL].(2018- 07- 25)[2019- 02- 28].http://www.sohu.com/a/243272415_618569.
[16]ISMAIL-ZADEH A T,CUTTER S L,TAKEUCHI K,PATON D.Forging a paradigm shift in disaster science[J].Natural Hazards,2017,86(2):1- 20.
[17]THALER R H,SUNSTEIN C R.Nudge:Improving Decisions about Health,Wealth and Happiness[M].New Haven:Yale University Press,2008:158- 159.
[18]句华.助推理论与政府购买公共服务政策创新[J].西南大学学报(社会科学版),2017,43(2):74- 80.
[19]世界银行.2015年世界发展报告:思维、社会与行为[M].北京:清华大学出版社,2015.
[20]CAIB.Columbia Accident Investigation Board Report Volume Ⅰ[M].Washington D.C.:Columbia Accident Investigation Board,2003:180/195.
[21]TURNER B A.The organizational and interorganizational development of disasters[J].Administrative Science Quarterly,1976,21(3):378- 397.
[22]VAUGHAN D.The Challenger Launch Decision:Risky Technology,Culture,and Deviance at NASA[M].Chicago:University of Chicago Press,1996.
[23] VAUGHAN D.Theorizing disaster:Analogy,historical ethnography,and the Challenger accident[J].Ethnography,2004,5(3):315- 347.
[24] HOOD C.A public management for all seasons?[J].Public Administration,1991,69(1):3- 19.
[25]RIJPMA J A.Complexity,tight-coupling and reliability:Connecting normal accidents theory and high reliability theory[J].Journal of Contingencies & Crisis Management,1997,5(1):15- 23.
[26]WEICK K E,ROBERTS K H.Collective mind in organizations:Heedful interrelating on flight decks[J].Administrative Science Quarterly,1993,38(3):357- 381.
[27]LAPORTE T R,CONSOLINI P M.Working in practice but not in theory:Theoretical challenges of “High-Reliability Organizations”[J].Journal of Public Administration Research and Theory,1991,1(1):19- 48.
[28]SCOTT W R,DAVIS G F.Organizations and Organizing:Rational,Natural and Open Systems Perspectives[M].London,UK:Routledge,2006:101.
[29]WEICK K E,SUTCLIFFE K M,OBSTFELD D.Organizing for high reliability:Processes of collective mindfulness[J].Research in Organizational Behavior,1999(3):81- 123.
[30]COMFORT L K,BOIN A,DEMCHAK C C.Designing Resilience:Preparing for Extreme Events[M].Pittsburgh:University of Pittsburgh Press,2010:9.
[31]方东平,李在上,李楠,韩林海,吴建平,陆新征,孔祥明,李勇,吕孝礼.城市韧性——基于“三度空间下系统的系统”的思考[J].土木工程学报,2017,50(7):1- 7.
[32]SVENSSON M,H?LLGREN M.Sensemaking in sensory deprived settings:The role of non-verbal auditory cues for emergency assessment[J].European Management Journal,2018,36(3):306- 318.
[33]LIPSKY M.Street-Level Bureaucracy:Dilemmas of the Individual in Public Service[M].New York:Russell Sage Foundation,2010.
[34]陈那波,卢施羽.场域转换中的默契互动——中国“城管”的自由裁量行为及其逻辑[J].管理世界,2013(10):62- 80.
[35]ZANG X,MUSHENO M.Exploring frontline work in China[J].Public Administration,2017,95(3):842- 855.
[36]MAYNARD-MOODY S,WILLIAMS S,MUSHENO M.Cops,Teachers,Counselors:Stories from the Front Lines of Public Service[M].Ann Arbor:University of Michigan Press,2003.
[37]KENDRA J M,WACHTENDORF T.Elements of resilience after the World Trade Center disaster:Reconstituting New York city's emergency operations centre[J].Disasters,2003,27(1):37- 53.
[38]SCANLON J.Emergent groups in established frameworks:Ottawa Carleton's response to the 1998 Ice Disaster[J].Journal of Contingencies & Crisis Management,1999,7(1):30- 37.
[39]UITDEWILLIGEN S,WALLER M J.Information sharing and decision-making in multidisciplinary crisis management teams[J].Journal of Organizational Behavior,2018,39(6):731- 748.
[40]DIXON D P,WEEKS M,BOLAND R,PERELLI S.Making sense when it matters most:An exploratory study of leadership in extremis[J].Journal of Leadership & Organizational Studies,2016,24(3):294- 317.
[41]COMBE I A,CARRINGTON D J.Leaders' sensemaking under crises:Emerging cognitive consensus over time within management teams[J].Leadership Quarterly,2015,26(3):307- 322.
[42]GILL J,MEIER K J.Public administration research and practice:A methodological manifesto[J].Journal of Public Administration Research & Theory,2000,10(1):157- 199.
[43]ZHU L,WITKO C,MEIER K J.The public administration manifesto Ⅱ:Matching methods to theory and substance[J].Journal of Public Administration Research & Theory,2019,29(2):287- 298.
[44] 刘铁民.应急预案重大突发事件情景构建——基于“情景—任务—能力”应急预案编制技术研究之一[J].中国安全生产科学技术,2012,8(4):5- 12.
[45]王永明.重大突发事件情景构建理论框架与技术路线[J].中国应急管理,2015(8):53- 57.
[46]WOOLLEY A W.Playing offense vs.defense:The effects of team strategic orientation on team process in competitive environments[J].Organization Science,2011,22(6):1384- 1398.
[47]CHRISTIANSON M K.More and less effective updating:The role of trajectory management in making sense again[J].Administrative Science Quarterly,2019,64(1):45- 86.
[48]KLEIN G.Sources of Power:How People Make Decisions[M].Cambridge,US:MIT Press,1999.
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(1)这类工作依据的理论基础是心理学的“认知偏误”(cognitive bias)研究,即人们的决策并非完全基于理性计算,也存在一系列行为偏误。行为洞见尝试将认知偏误的研究用于政策和管理实务中。
(2)具体可参见https://www.legacy.com/obituaries/dispatch/obituary.aspx?page=lifestory&pid=191553877(2019年2月27日最后访问)。
(3)早期权变理论、灾害孵化理论以及关于安全文化的探讨也都为此提供了借鉴。
(4)同样值得注意的是,自然主义决策研究并非起源于某一“学院派”研究,目前的发展也未遵循学院派的路径,而是吸纳了不同学科(如组织学、人因工程、心理学等)的视角,在解释人类应对不确定性行为方面做出贡献。经过约30年的发展,从事该理论研究的学术共同体逐渐完善,2017年已召开该领域第13次年会,并在美国和以色列等国军队指挥官培训中广泛采用。
(5)这在研究者及团队田野调研时得以反复印证。
(6)不论定量和定性方法,研究设计和对素材的理解,以及对研究发现的阐释均离不开研究者对于危机和危机管理现象的情景意识。这是目前制约大部分青年学者和学生开展卓越危机研究的最大瓶颈。