Normative Political Theories and Disaster Management Case

Topic: Normative Political Theories and Disaster Management

Regarding normative political theories (models) and disaster management, after having read the text and any additional research you choose, explain the political contributions of Jefferson, Hamilton, and Jackson. How do these theories apply or relate to disaster management? Which model do you most support or find applicable/useful regarding disaster management and/or homeland security and why?

A Sample Answer For the Assignment: Normative Political Theories and Disaster Management Case

Title: Normative Political Theories and Disaster Management Case

Peer Response #1:

Over their careers in politics and leadership, Thomas Jefferson, Alexander Hamilton, and Andrew Jackson developed ideas about public management which are considered normative political theories. In these theories are the Jeffersonian Model, the Hamiltonian Model and the Jacksonian Model, named after each politician and their contributions. The Jeffersonian Model focuses on public management by allowing for approval from the public, as well as the overseer of the manager. Jefferson believed it was important to receive feedback from the public as they were the ones being served by the management he provided. The text states, “Local emergency managers must serve local executives and other overseers, but at the same time they must respond to the needs of people in their jurisdiction” (Sylves, 2019, p.41). This approach is very relative to that of a local OEM director as they must fulfill the needs of the members of the community while also pleasing the leaders in the city, such as the mayor and city council. The decisions they make regarding a disaster response plan must be made public in order for residents to understand what to do in the event of an emergency and offer criticism if need be.

The Hamiltonian model focuses on getting results. Hamilton believed public management should focus on whether or not the job got done and the intended results were achieved. In emergency management, this would be an OEM director formulating a plan, placing it into action, and then looking to the elected officials for approval that the task was accomplished and the desired results were achieved. The book states these types of managers “work under after-the-fact accountability, and their concerns are performance and evaluation under public law and policy” (Sylves, 2019, p. 43). Benefiting the most from this form of public management would be an OEM director on a large scale, such as a state or regional FEMA director. These directors have a large area to cover and may not be able to provide the community with an opportunity to criticize a plan, relying on their own skill and experience to formulate a plan that will work and can be applauded once it succeeds.

The Jacksonian Model focuses on decentralization of government, a populist and partisan government, as well as focus on self-reliance. The text states former President Trump most closely resembled this form of leader, removing power from federal legislators and relying more on his own decision making to achieve the results he desired. This model believes in removing power from the federal level and relying more on state and local government to achieve the desired results. The text states Jacksonian managers “Jacksonian public managers tend to see themselves as prominent figures who assert their personality while siding unconditionally with their own beliefs” (Sylves, 2019, p. 47). Utilizing this style would benefit someone who is serving a dual role in first response, such as a sheriff serving as the OEM director. In that case, the Sheriff could rely heavily on his own beliefs and place them into action since he is the highest-ranking elected official for a particular county when it comes to first response and disaster response.

The model that seems to be the most applicable to disaster management on a local level is the Jeffersonian Model. Local emergency managers must be able to use the opinions and suggestions of the community they will look to aid in the event of a disaster. While accepting these suggestions, the emergency manager can also educate the public to allow them to be more self-reliant until professional aid arrives. A 2020 study stated, “Communities that featured strong social cohesion– that is, there was a very visible community network that could be tapped to facilitate and lead a community preparedness program, was essential” (Johnson, Taylor and Ryan, 2020). If a community can have an open line of communication between themselves, the local police department, and the emergency management officer, then a plan can be formulated with all of the key pieces in a disaster plan, while also serving as an educational tool to the public on how to respond while awaiting help from the government authorities. The other two models can work on a local level but having one person make the decisions without any community input (Jacksonian), or relying solely on an good outcomes (Hamiltonian), when you may not have the resources to create the perfect plan, may result in failure. Including the public, as well as the elected officials of the city, allow for plans to be developed based on resources and funds, allow for all parties to be educated and all parties should be allowed to have their input in the plan to build a foundation for positive results.

Peer Response #2:

Many governmental institutions and some professions such as emergency management have been greatly impacted and influenced by normative political theories. These theories have been developed over many years of intensive study regarding the leadership style and decision-making skills of some of America’s greatest founding fathers and leaders. Thomas Jefferson, Alexander Hamilton, and Andrew Jackson have made a profound impact in emergency management in that managers in the modern age tend to lead with prevailing traits derived from these three men. It is important to evaluate each of their contributions to form an understanding of what traits are both desirable and undesirable in emergency management. Theories are important as they often serve as the basis for developing new knowledge, skills, or abilities in a profession (Sylves, 2004). Failure to comprehend competing theories limits the scope of emergency managers, which can then hinder their ability to make important decisions and manage.

The Jeffersonian model greatly fits in with modern emergency management mandates and precedent. One established best practice is the utilization of a diverse team of stakeholders to set and achieve various goals. Islam & Ryan admit that “including these partners ensures that the needs of the whole community are addressed and the resources to meet those needs are identified before a disaster strikes” (2016, p. 7). Thomas Jefferson greatly appreciated a whole community approach and understood the importance of relationships between individuals and their tasks, especially at the local level (Sylves, 2020). Jefferson’s model can perhaps be most succinctly described as “local focused”. This is especially beneficial when applied to emergency management because most threats and hazards are generally local in nature. The Federal government should be available to provide support if and when needed, but the main effort regarding the four phases of emergency management must be relegated locally.

The next important contribution comes form Alexander Hamilton. The Hamiltonian model differed from the Jeffersonian in that Federal and state government efforts are emphasized much more than those at the grassroots or local level. While the Jeffersonian emphasis on locally focused efforts is much more important in the modern day, there still exists great contributions from Hamilton. Sylves remarked that “Hamiltonians advocated a public administration that rests on efficiency, or in modern parlance, state-of the art professional expertise” (2020, p. 45). The importance of an educated and knowledgeable workforce in emergency management cannot be overlooked. Emergency management also requires structure and to a degree, bureaucracy. Hamilton understood bureaucracy and governmental structure well, perhaps more than any other founding father (2019, Adams). The Hamiltonian model of emergency management assures that individuals tasked with emergency management duties are properly trained and educated. This model also aims to ensure that the bureaucratic behemoth is achieving specific goals in an efficient manner.

The final major contributor to emergency management is Andrew Jackson. While Jackson himself can be considered controversial, his model regarding emergency management is quite attractive. Jackson understood the plight of the common man and set out to create change for him. Additionally, the Jacksonian model is perhaps the best suited for emergency managers to emulate. It must be asserted first, that Jackson’s controversiality and favoritism are not traits that should be emulated. Modern emergency management focuses on a local and community approach as most incidents are likely to happen in a relatively small area before possibly spreading. Jackson also believed that management should be concentrated equally upon both local and state government (Sylves, 2020). This is important because while a local government focus is important, if a community is impacted severely by a threat, then the local government may be unable to respond appropriately, therefore requiring assistance from the state government. Lastly, the Jacksonian model emphasizes the importance of charismatic leadership. According to House et al. “charisma refers to the ability of a leader to exercise diffuse and intense influence over the beliefs, values, behavior, and performance of others through his or her own behavior, beliefs, and personal example” (1991, p. 366). Charisma is an important trait for a leader to possess; in the event of disaster, subordinates and others often look to the leader for motivation and influence. Charismatic leaders have the ability to create community cohesion and increase the probability of success in emergency management efforts.

Jefferson, Hamilton, and Jackson’s political theories and models have greatly contributed to the field of emergency management and there are good traits and notes that can be gleaned from each. As previously mentioned, the Jacksonian model is most useful regarding emergency management. The rationale for this assertion is that the Jacksonian model emphasizes the importance of a charismatic leader, and the equal importance on both state and local government. This model also advocates for the common citizen, which is important because disaster management is often conducted by the common citizen residing in their locality. Beneficial information can be gleaned from all three models. In a similar manner, this reminds me of 2 Timothy 3:16-17 which reads, “all scripture is God-breathed and is useful for teaching, rebuking, correcting and training in righteousness so that the servant of God may be thoroughly equipped for every good work” (New International Version/2011). An in-depth analysis of the three normative political theories addressed in this week’s module is useful for understanding what exactly makes a great emergency manager. Similarly, studying scripture allows the individual to gain wisdom and become a better individual and Christian.

Regarding the political contributions of Jefferson, Hamilton, and Jackson, which do you feel impacted the field of disaster management and why?

Could you provide a very short response to this please?