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Given dire consequences of delays in crisis response, this book explains why some international organizations take longer than others to answer calls for intervention. It builds on interviews with AU, EU, OAS and OSCE decision-makers to reveal the institutional sources of efficiency.
Crisis management. --- Conflict management. --- International agencies. --- Associations, International --- IGOs (Intergovernmental organizations) --- Institutions, International --- Intergovernmental organizations --- International administration --- International associations --- International governmental organizations --- International institutions --- International organizations --- International unions --- Organizations, International --- Specialized agencies of the United Nations --- International cooperation --- Interorganizational relations --- Non-state actors (International relations) --- International organization --- Conflict control --- Conflict resolution --- Dispute settlement --- Management of conflict --- Managing conflict --- Management --- Negotiation --- Problem solving --- Social conflict --- Crisis management --- Crises --- Management of crises --- Conflict management --- Inter-governmental organizations
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How do international organizations develop institutional memory from their failures? As this text argues, the learning infrastructure in these organizations often disincentivizes error reporting - prompting elites to informally share knowledge via networks. Drawing on interviews and an experiment with 120 NATO elite officials, this book reveals the importance of institutional design in making or breaking a learning organization.
Knowledge management --- North Atlantic Treaty Organization --- Decision making. --- Management of knowledge assets --- Management --- Information technology --- Intellectual capital --- Organizational learning --- North Atlantic treaty organisation --- NAVO --- OTAN
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