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• W1541330323 abstract "The evil that men do lives after them.?William ShakespeareThe September 11 2001 terrorist attacks are an example of evil that has lived on, echoed in atrocious acts of violence against ordinary people around the globe over the last ten years, most recently, in Oslo. Most Americans remember 9/11 as an exceptional event, a contemporary equivalent to the Japanese attack on Pearl Harbor. From a psychological perspective, however, many aspects of the public's response to 9/11 followed a pattern quite familiar to students of group dynamics and inter-group relations, a pattern that warrants the close attention of leaders at all levels because it reveals an opportunity-bubble - a promising, yet fleeting, opportunity to shape the course of subsequent events. In order for leaders to take advantage of this opportunity-bubble in a timely and effective manner, they must first understand it. By studying the group and intergroup dynamics that follow tragedies, leaders can lead in such a way as to ensure the opportunity-bubble leads to constructive rather than destructive outcomes.One of the most robust and pervasive trends in social behavior is the relationship between perceived in-group threat and group cohesion.1 Both experimental evidence and historical case studies demonstrate this relationship:2 when individuals perceive a serious threat to the in-group (such as from an enemy attack or natural disaster), they show greater with other group members and increase their support for the group leader. Showing greater solidarity can mean making enormous sacrifices in order to support the in-group, and standing firmly behind the leader even when mistakes are seen to be made in leadership decision making. It can also mean demonstrating extraordinary resilience in the face of pressures and difficulties. Thus, examples of the kind of Dunkirk spirit the British public displayed during the London Blitz bombings in World War II often occur during wars, crises, and disasters.Judging correctly when and how to make constructive use of the opportunity-bubble after a tragedy is a hallmark of great leadership. Enormous potential for civic generosity and sacrifice is available at the height of an opportunity-bubble, but leaders must choose the kinds of sacrifices and the timing of calls to action carefully. Timing is of the greatest importance: too early, and people - still reeling from the impact of the tragedy - may be unable to respond; too late, and people may have grown too detached from the tragedy and accustomed to non-commitment; even later, people (and the media) may focus critically - and perhaps angrily - on leadership's failure to have asked for more.We argue that although great crisis will inevitably invite consideration of many alternatives, leadership must pay special attention to opportunities to engage the public as capable partners in their country's response to the crisis - calling upon them as citizens with civic duties, as well as rights. Such opportunities will often entail significant sacrifice, which we believe will generally be accepted if the public's role is clearly explained and accompanied by ample means to readily acquire information about the crisis, future threats, and the government's response.Undoubtedly, in the immediate aftermath of 9/11 Americans were ready and willing to make personal and collective sacrifices. Over the first three weeks following the attacks, the rate of volunteerism increased more than six standard deviations above average throughout the nation.3 Within only three months, charitable donations for 9/11 victims and their families exceeded $1.5 billion.4 An extraordinary, albeit brief, increase in social capital signaled the publics' readiness for civic contribution. Public trust and confidence in government reached a thirty-year peak in the first few weeks following the attacks.5 Support for leadership was extraordinarily high and widespread. …" @default.
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• W1541330323 modified "2023-09-23" @default.
• W1541330323 title "Post-Tragedy 'Opportunity-bubble' and the Prospect of Citizen Engagement" @default.
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