Part V. Comparisons and reflections

Table of Contents

12. Contesting the frame: opposition leadership and the global financial crisis

1. Whose crisis?

2. Cases and context: opportunities and expectations

United Kingdom: a besieged government and a vulnerable economy

United States: competing opposition leaders

Germany: spot the opposition

3. The second and third framing contests: causality and blame

United Kingdom: winning a blame showdown

United States: blame as a fait accompli

Germany: blame dilemmas

4. Opposition by looking forward: the politics of policy change

United Kingdom: the rewards of doing nothing

United States: the other guy blinked

Germany: missed opportunities

5. Conclusions: opposition and crisis exploitation

References

13. Crisis leadership in terra incognita

1. Managing a financial tsunami

2. Management by discourse: does it work?

3. Crisis exploitation: how, then, does one exploit a global crisis?

4. Reconsidering crisis leadership

References

14. Framing dilemmas in the quest for successful crisis management

1. Why the cacophony?

2. Striving for success in crisis management

3. Hot spots: crisis-framing dilemmas

Fast versus successful framing

Frame consistency versus frame adaptability

Framing for political versus policy success

4. Conclusion

References

15. Managing trans-boundary crises

1. Crises without borders

2. Making sense of uncertainty and complexity

3. Accepting the heat at the top

4. Practice makes perfect

5. Beyond the thrill ride

16. Public leadership and the social construction of economic catastrophe

1. Meaning-making predicaments

2. Hard realities versus soft talk

3. Who done it? Rhetoric of responsibility and blame

4. What now? Rhetoric of policy and reform

5. So what? Final reflections

Nostra culpa: flaws and limitations

Does rhetoric matter?

Whatever happened to rallying around the flag?

A crisis in progress

References