What are some of the biggest challenges in transitioning from emergency relief to development?

Emergency Response and Development Leaderships

Research proposals should be clear about topic, thesis, and approach, and include at least a partial list of sources. They are mainly a chance to make sure you are set for writing the paper, so if there are problems you can make changes early on

 

 

Subject:  Masters Social Science

 

 

 

You have to choose the topic, it can be from one of the modules, a case study.

The papers can be on any issues relevant to the overall theme of the course – the humanitarian development nexus. Papers may take a particular issue touched on in the course and develop it, through both research and analysis, beyond what was discussed; or they can focus on a topic not specifically touched on during course discussions. Case studies are possible, but should be contextualized in terms of what they mean for the field or for the state of understanding on that issue.

example Week 3: Leadership and Staffing, or Week 2: Follow the Money

 

 

I just need to have a like an outline, intro andlike two paragraph. Don’t need the actual paper by then.

1 day ago

another examples iIf you choose building back better you can find a case study from a country that relates Week 4: Building Back Better?

The transition from emergency response to development can be rocky. How do agencies manage (or take advantage of) the shift in structures, funding, and expectations? Does the post-disaster context provide opportunities for development gains?

Learning Objective: Students can discuss both the challenges and opportunities in transitioning from emergency response to development programming.

Key Discussion Questions: What are some of the biggest challenges in transitioning from emergency relief to development? How might the transition look different from the perspectives of international agency leadership; local staff; people affected by the emergency?

Reading:

Clinton, William J. “Lessons Learned from Tsunami Recovery: Key Propositions for Building Back Better.” Office of the UN Secretary General’s Special Envoy for Tsunami Recovery, December 2006

Brassard, C., & Raffin, A. (2011). Resilience in Post Disaster Societies: From Crisis to Development. Asian Journal of Social Science, 39(4), 417-424. Retrieved from http://www.jstor.org/stable/43498806 (Links to an external site.)

Fernandez, Glenn & Iftekhar Ahmed (2019). “‘Build back better’ approach to disaster recovery: Research trends since 2006.” Progress in Disaster Science 1

Mannakkara, Sandeeka & Suzanne Jane Wilkinson (2015). “Supporting post-disaster social recovery to build back better” International Journal of Disaster Resilience in the Built Environment, vol. 6 pp. 126-139

Mannakkara, Sandeeka & Suzanne Wilkinson (2013). “Build Back Better principles for post-disaster structural improvements” Structural Survey, vol. 31 pp. 314-327

Pyles, L., & Harding, S. (2012). Discourses of post-Katrina reconstruction: A frame analysis. Community Development Journal, 47(3), 335-352. Retrieved from http://www.jstor.org/stable/26166037 (Links to an external site.)

Steets, Julia. “Donor strategies for addressing the transition gap and linking humanitarian and development assistance: A contribution to the international debate.” Berlin: GPPi. 2011.

1 day ago

i put all the modules in the research paper, it shows by the week. look over that and i can resend all the pdfs for that module, You can also get outside sources,

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You understand what i mean, i didn’t want to flood you with pdfs. so it can be better organized. which module did you like a lot?

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Module 1 basics- overview: This week, we will review the history and current status of development and relief industries, and how they have changed over time. This will provide a good background for the rest of the semester, and give us an idea of the way we got to where we are and the kinds of path dependency involved in the international aid system. We’ll look a little more closely at accountability, as one of the key principles. I’ve also added an article that came out just last week in the New Humanitarian to help orient us in terms of what some of the current debates are around the topic of linking humanitarian work and development.

Module 2 follow the money- overview: Examines the way different financing mechanisms – institutional donors, private donations, and cooperative mechanisms – affect relief and development work.

Module 3 leadership and staffing- overview: Looks at the different cultural ideas about leadership in emergencies as opposed to in development work

Module 4 building back better- overview: The transition from emergency response to development can be rocky. How do agencies manage (or take advantage of) the shift in structures, funding, and expectations? Does the post-disaster context provide opportunities for development gains?

Module 5 before disaster Hits- overview: Development actors are increasingly building disaster risk reduction and resilience into their programming. But does that mitigate the dramatic shift in operations when a disaster happens?

Module 6 Declaring Emergency- overview: Having examined development and disaster response as professional structures, this week questions the uses of emergency from a governance perspective

 

I have decided to work on some topic related to  Module 3 leadership and staffing

 

 

 

Must include 5 outside sources. Just to throw an idea for a case study on this what if you find actually known leaders with different trait of leadership that correlates with the readings for the case study.

 

 

 

 

i already used this for the module but just in case you want look at it.

Leadership Qualities – Outline

Thesis Statement: Consequently, extreme events such as emergencies require the leaders to adopt exceptional leadership that is flexible to change from ordinary routines and leadership skills.

I.Leadership change in Emergencies as Opposed to Development

A.During the organizations’ normal functioning, the type of leadership adopted differs from the one expressed during emergencies

B.During emergencies, the commitment to hierarchical decision-making within structured leadership may not be possible due to the limited time

C.Developmental duties always have pre-determined work processes to be completed have clear structures and plans that do not require the leadership technique to be changed. But emergencies cannot be pre-determined.

D.A severe crisis with short onset may not be managed through the established routine of accomplishing tasks like developmental tasks

II.Preconceptions That Affect Choosing Leaders

A.People choose these leaders depending on the individuals’ attributes if they seem appropriate

B.Leaders with considerable skills and exceptional talents

C.Previous success in the management of vital concerns increases the chances of choosing leaders

D.The exhibition of previous success further guarantees successful leadership, so people prefer to look into history

E.The review into the trust to lead is gauged in relation to space available

Leadership Qualities

Leadership Change in Emergencies as opposed to Development

Leadership is quite complicated as it requires the adoption of different skills, depending on the situation presented. During the organizations’ normal functioning, the type of leadership adopted differs from the one expressed during emergencies. Most institutions adopt a structured leadership approach that involves the transfer of subordinates’ responsibilities through delegation, which decreases their burden as they focus on the complex areas that cannot be assigned (Clarke, 2013). The structure may be readily adopted during development, but emergencies present different scenarios that may require a change in the leadership style adopted. Similarly, the decision-making process involved during development requires adherence to other individuals’ systematic inclusion in the process, which might be quite time-consuming. However, during emergencies, the commitment to hierarchical decision-making within structured leadership may not be possible due to the limited time for managing the presenting issues. Consequently, extreme events such as emergencies require the leaders to adopt exceptional leadership that is flexible to change from ordinary routines and leadership skills.

Additionally, developmental duties always have pre-determined work processes to be completed have clear structures and plans that do not require the leadership technique to be changed. But emergencies cannot be pre-determined, calling for the need to change the leadership approach into flexible and appropriate, like the incident command systems that have proven to be useful during a crisis. Similarly, the type of humanitarian crisis presented calls for different leadership approaches to help manage the presenting issue since some crisis may have slow onset while others rapid onset (Buchanan-Smith, & Scriven, 2011). Depending on the situation, it may be people-oriented or task-oriented to fulfill the presenting issue, though leaders need to exhibit relational skills and sensitivity to the urgent needs as opposed to development that often has a structured operational adjustment. Leaders need to adopt situational leadership that recommends the need to explore the nature of the situation before deciding on the leadership style. Furthermore, a severe crisis with short onset may not be managed through the established routine of accomplishing tasks like developmental tasks, so the leaders have to modify the styles to fit into the presented issue (‘t Hart, Rosenthal, & Kouzmin, 1993). Therefore, the context issues quite different requirements that determine the type of leadership style adopted to result in positive results.

Preconceptions that affect choosing Leaders

Leaders are often chosen to ensure the proper functioning of the activities within the organizations. In this regard, people choose these leaders depending on the individuals’ attributes if they seem appropriate. Also, the individuals’ kind of dynamism is core to the decision-making process (Clarke, 2013). Similarly, the humanitarian systems are often presented with emergencies that result in time pressure, atomized structures, or limited resources to use. Such situations require leaders with considerable skills and exceptional talents for successful management. In this regard, they affect how leaders are chosen as interviewers seek to identify individuals with the preconceived outstanding talent. The perceived need for leaders during different situations such as crisis also contributes to the way leaders are chosen. For instance, an emergency’s onset may call for individuals’ immediate appointments to manage them before serious effects are experienced. Such situations may require immediate choosing of leaders believed to be capable of handling the presented crisis.

Leadership qualities are very crucial elements in determining the expected output from a leader. When choosing leaders, the predetermination of their skills to the type of duties expected to be performed is reviewed to ensure that they align with society’s needs. Also, individuals’ leadership styles affect the process of choosing the leaders since they are preferably expected to fulfill the presenting issues within the community (Clarke, 2013). Previous success in the management of vital concerns increases the chances of choosing leaders since people recommend leaders that can accomplish specific tasks. Moreover, the exhibition of previous success further guarantees successful leadership, so people prefer to look into history or leadership before deciding due to the preconception of previous success being adopted into current administration if given a chance. Moreover, the trust to lead within certain positions affect the way these leaders are chosen. People tend to ask about a previous success or look into any previously accomplished tasks to uncover the competencies in managing the present objectives (Buchanan-Smith, & Scriven, 2011). In this regard, the review into the trust to lead is gauged in relation to space then applied in determining the specific leader to occupy the position. Therefore, the previous beliefs and practices viewed to be beneficial often get adopted in the leadership choosing process as people have particular opinions on the appropriate leadership techniques that effective leaders need to exhibit.

References

Buchanan-Smith, M., & Scriven, K. (2011). ALNAP: Leadership in Action: Leading Effectively in Humnitarian Operations. ALNAP.

Clarke, P. K. (2013). Who’s in Charge Here? A Literature Review on Approaches to Leadership in Humanitarian Operations. ALNAP.

‘t Hart, P., Rosenthal, U., & Kouzmin, A. (1993). Crisis decision making: The centralization thesis revisited. Administration & Society25(1), 12-45.

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