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Engagement to collaboration ensures success
Journal of Business Continuity & Emergency Planning,
17
(4),
375-382
(2024)
Abstract
Disruption to our daily business and functional lives is becoming more frequent, complex and costly. As leaders, what do we do with what we know, the support and tools we have, and our knowledge regarding the resources we need to acquire to navigate this disrupted world? One thing is clear: no one can do it alone. This is not a new concept — the ancient Greeks understood the power of the group. This paper argues that collaboration is the key to amplified knowledge, ability, energy, foresight and innovation, as there is obvious synergy when individuals, groups or organisations join together in a shared vision and with a dedicated purpose. This paper describes a process model developed by the Mid-Atlantic Center for Emergency Management & Public Safety to transform operational functions and spark quality engagement, the synergy of ideas and outcomes, and enhanced sustainability of purpose. This model uses a blend of new knowledge and experiences to build on collaboration models of the past, and has proven to be a success.
Keywords: engagement; collaboration; initiate action; organise for impact; sustain for success
The full article is available to subscribers to the journal.
Author's Biography
Kathy L. Francis is the Frederick Community College Executive Director of Emergency Management Programs and leader of the Mid-Atlantic Center for Emergency Management & Public Safety. She also teaches executive crisis leadership at Mount Saint Mary’s University. She has a master of science degree in management from the Police Executive Leadership Program at Johns Hopkins University, and a Certificate of Completion in Crisis Leadership in Higher Education from the John F. Kennedy School of Government at Harvard University. She has also earned her International Association of Emergency Managers (IAEM) Certified Emergency Manager (CEM) designation as well as the Maryland Professional Emergency Management Program (MDPEMP).
Stephen S. Carter is the Special Projects Manager for the Mid-Atlantic Center for Emergency Management & Public Safety at Frederick Community College. He also teaches in the undergraduate Public Safety Administration Program at the University of Maryland Global Campus (UMGC). He has a master of science in management with a state and local government concentration from UMGC, and is completing his dissertation for a doctor of education in higher education leadership from Frostburg State University.
Mark F. Hubbard recently served as the Deputy Director of the Maryland Governor’s Office of Homeland Security. He started his career in public safety in 1981, serving in fire, emergency medical services and emergency management/homeland security in both response and executive management roles. He holds an MBA from Loyola University, where he also serves as an executive in residence in the Sellinger School of Business and Management. He teaches business strategy, management consulting and business law. He also teaches at the University of Maryland Global Campus and the University of Maryland College Park Graduate School of Public Policy. He holds a JD from the University of Maryland School of Law.
Citation
Francis, Kathy L., Carter, Stephen S. and Hubbard, Mark F. (2024, June 1). Engagement to collaboration ensures success. In the Journal of Business Continuity & Emergency Planning, Volume 17, Issue 4. https://doi.org/10.69554/NSMT6148.
© Henry Stewart
Publications LLP
Publications LLP