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Howitt, Arnold

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Howitt, Arnold

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2014 - 20203

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Author's Publications: search.filters.isAuthorOfPublication.888ad302-365c-4d29-bd16-a61d46a4892d

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    Crisis Management for Leaders Coping with COVID-19
    (Harvard University, 2020-04) Leonard, Herman; Howitt, Arnold; Giles, David
    In the face of the rapidly evolving coronavirus crisis that demands many urgent decisions but provides few clear-cut cues and requires tradeoffs among many critically important values, how can leaders and their advisers make effective decisions about literally life-and-death matters? This policy brief contrasts the current “crisis” environment with the more familiar realm of “routine emergencies.” It argues that for crises, leaders need to adopt a more agile, highly adaptive, yet deliberate decision-making method that can move expeditiously to action, while retaining the capacity to iteratively re-examine tactics in light of decision impacts. This method can help the team take account of the multiple dimensions of the COVID-19 crisis and cope as well as possible with swiftly changing conditions.
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    Why Was Boston Strong? Lessons from the Boston Marathon Bombing
    (Harvard University, 2014-04) Leonard, Herman; Howitt, Arnold; Cole, Christine; Heymann, Philip
    On April 15, 2013, at 2:49 pm, an improvised explosive device (IED) detonated near the finish line of the Boston Marathon. Three people died, and more than 260 others needed hospital care, many having lost limbs or suffered horrific wounds. Those explosions began about 100 hours of intense drama that riveted the attention of the nation. The response by emergency medical, emergency management, and law enforcement agencies and by the public at large has now become known colloquially as ”Boston Strong.” This report, through analysis of selected aspects of the Marathon events, seeks lessons that can help response organizations in Boston and other locales improve preparation both for emergencies that may occur at ”fixed” events like the Marathon and for ”no notice” events like those that began with the murder of Officer Collier at MIT and concluded the next day with the apprehension of the alleged perpetrators in Watertown.
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    Crisis Communications for COVID-19
    (Harvard University, 2020-04) Leonard, Herman; Howitt, Arnold; Giles, David
    Communication with employees, customers, investors, constituents, and other stakeholders can contribute decisively to the successful navigation of a crisis. But how should leaders think about what they are trying to say – and how to say it? This policy brief lays out simple frameworks that can be used to formulate the messages that leaders can and should – indeed, must – convey to help their communities and organizations make their way forward as effectively as they reasonably can.