"Mobilizing America's Health Care Reservoir." December 2001. [http://www.jcrinc.com/subscribers/images/pubs/pdfs/12-01%20persp.pdf].
Abstract: An on-line, full text special issue of the Joint Commission's official newsletter. The focus of this issue is "emergency management in the new millennium." It deals with issues ranging from the need for a national bioterrorism response, to managing people and resources effectively.

Adams, Malcolm. "Responding to Major Incidents." Sheriff 53, no. 3 (May 2001-June 2001): 30-31.
Abstract: Short article outlining various things that need to be taken into consideration when responding to a major incident.

Amos, Julie-Ann. Delegating: Pass the Right Tasks on to the Right People and Everyone Will Benefit. Oxford, UK: How to Books Ltd., 2001.
Call Number: HD 50 .A56 2001
Abstract: Delegating is a an essential part to managing a crisis. This quick, easy-reading book offers lots of tips in a bullet-style format.

Boyd, Annabelle and Jim Caton. "Critical Incident Management Guidelines." 1998. [http://www.nas.edu/trb/publications/security/FinalCrisisManagementGuidelines.pdf].
Abstract: An on-line version of crisis management guidelines designed to provide assistance to transit personnel with responsibility for planning, managing, and recovering from emergencies and disasters. Describes the crisis phases, how to plan for emergencies, risk assessment, terrorism, threats, and more.

Cardwell, Michael D. and Patrick T. Cooney. "Nationwide Application of the Incident Command System: Standardization Is the Key." FBI Law Enforcement Bulletin 69, no. 10 (October 2000): 10-15.
Abstract: The Incident Command System was developed by a consortium of local, state, and federal fire agencies to facilitate the smooth interface of multiple agencies to respond effectively to sudden overwhelming threats. It has eight basic management concepts: modular organization, unified command, manageable span-of-control, common terminology, consolidated action plans, comprehensive resource management, integrated communications, and predesignated incident facilities. These concepts form the basis of an effective and coordinated response to an emergency.

Carlson, Joel. "Critical Incident Management in the Ultimate Crisis." FBI Law Enforcement Bulletin 68, no. 3 (March 1999): 19(4).
Abstract: Stresses the importance of being prepared for crisis situations by planning, training, cooperating, establishing liaisons, defining resources, and implementing public policies. Discusses the various federal agencies and their roles in crisis situations. Also, discusses the use of Incident Command Systems and Joint Operations Centers.

Cooper, H. H. A. Ph. D. "Crisis Management: Responding to the Terrorist Event." Journal of Police Crisis Negotiations 1, no. 1 (2001): 69-82.
Abstract: This article looks at crisis management in law enforcement's response to terrorism.

Curry, Terry and James Hastings. ""Active Shooter" The El Paso Model." Sheriff 53, no. 3 (May 2001-June 2001): 21(3).
Abstract: In response to acts of school violence, violent workplace encounters and other tragedies, law enforcement agencies are reevaluating how they would respond to a critical incident involving a gunman. The El Paso County Sheriff's office in Colorado sets forth the details of the plan they devised to deal with an "active shooter."

Decker, Ronald Ray. Bomb Threat Management and Policy. Boston, MA: Butterworth-Heinemann, 1999.
Call Number: HD 49 .D43 1999
Abstract: Covers all aspects of how to handle a bomb threat, from search and evacuations, to surprise explosions.

Dundas, James W. Jr. "Critical Incident Management: Command and Control Integration." Campus Law Enforcement Journal 32, no. 2 (March 2002-April 2002): 9-13.
Abstract: Discusses the four components of critical incident management: planning, response, mitigation, and recovery-- focusing on planning of disaster preparedness and technology integration.

Federal Bureau of Investigation Employee Assistance Unit. Critical Incident Survival Manual. Quantico, VA: Federal Bureau of Investigation, 1997.
Call Number: J 1.14/2:C 74X
Abstract: A collection of articles, compiled by the FBI's Employee Assistance Unit, designed to help law enforcement personnel cope with trauma of critical incidents.

Glick, Larry. "In Case It Does Happen Here... How to Prepare for Mass Shooting Incidents." Sheriff 53, no. 3 (May 2001-June 2001): 20,24.
Abstract: Focuses on how to handle mass shooting incidents in comparison to the traditional method of handling critical incidents.

Henry, Rene A. You'd Better Have a Hose If You Want to Put Out a Fire. Windsor, CA: Gollywobbler Productions, 2000.
Call Number: HD 49 .H46 2000
Abstract: A complete guide to crisis and risk communications written by someone with more than 30 years of experience advising Fortune 500 companies, non-profit organizations, government agencies, and foreign governments. Contains professional tips, tactics, dos, don'ts, and case histories. Discusses being prepared, managing the crisis, dealing with the public, taking responsibility, and much more.

Herron, Shawn. "Dealing With the Aftermath: Stress Management for Critical-Incident Responders." Sheriff 53, no. 3 (May 2001-June 2001): 36-37.
Abstract: Studies have indicated that a large percentage of officers, 50 to 80 percent, leave law enforcement prematurely following a traumatic critical incident. This article describes a process for assisting responders and victims in getting through traumatizing critical incidents. It provides a website where more information can be obtained.

Kanable, Rebecca. "Managing Disorder." Law Enforcement Technology 29, no. 4 (April 2002): 128-34.
Abstract: The Jefferson County Sheriff's Office in Golden, Colorado developed an interactive CD with 500-plus pages of information to help manage crisis situations. They titled this CD Managing Disorder, and the author provides details about its development, content, and benefits in this article.

McCarthy, Shaun P. The Function of Intelligence in Crisis Management: Tow. Hants, England: Ashgate Publishing Ltd, 1998.
Call Number: JK 468 .I6 M287 1998
Abstract: This text is a study of the relationship between intelligence and policy-specifically the function of intelligence in crisis management. Using terrorism as a crisis phenomenon to illustrate points, it focuses on the U.S. intelligence community and the behavioral trends within American intelligence and security organizations.

McNally, Vincent J. and Roger M. Solomon. "The FBI's Critical Incident Stress Management Program." FBI Law Enforcement Bulletin 68, no. 2 (February 1999): 20-26.
Abstract: Discusses the effects police can experience after crisis situations, and the FBI program developed to help deal with them.

Mitroff, Ian I. Managing Crises Before They Happen: What Every Executive and Manager Needs to Know About Crisis Management. New York, NY: Amacom, 2001.
Call Number: HD 49 .M5678 2001
Abstract: The author is widely regarded as the founder of crisis management. Contained in this book are chapters dealing with the history of crisis management, a best practice model, whether or not to tell the truth, and the future of crisis management. Suggested readings are listed also.

Ogrizek, Michel and Jean-Michel Guillery. Communicating in Crisis: A Theoretical and Practical Guide to Crisis Management. Hawthorne, NY: Aldine De Gruyter, 1999.
Call Number: HD 49 .O3613 1999
Abstract: Drawing upon a wide range of crises managers face, the authors present strategies for businesses to deal with crises through effective communication.

Podolak, Andy. "Creating Crisis Management Teams." Risk Management 49, no. 9 (September 2002): 54-57.
Notes: Available full text through WilsonWeb.
Abstract: Discusses the components of a crisis management team: team leader, finance director, legal representative, security director, risk manager, communications specialist, human resources representative, security specialist or consultant, leadership support, and training exercises. Geared toward businesses, but relevant to law enforcement.

Rosenthal, Uriel and Alexander Kouzmin, ed. Journal of Contingencies and Crisis Management. Malden, MA: Blackwell Publishing.
Abstract: With worldwide contributions, this journal is a source of information on all aspects of contingency planning, scenario analysis, and crisis management in both corporate and public sectors. It discusses opportunities and threats facing organizations and presents analysis and case studies of crisis prevention, crisis planning, recovery, and turnaround management.

Scanlon, Joseph. "The Role of Emergency Operations Centres in Managing Critical Incidents." Gazette 64, no. 1(2002): 15-19.
Abstract: In Canada, Emergency Operations Centers (EOCs) are used as a means of dealing with critical incidents. EOCs are designed to coordinate the response when an emergency happens. They are useful for all major incidents, and are critical when there is a large impact area, when a large number of organizations are involved, when there are complications, or when an incident drags on over a long period of time. An overview of EOCs is provided, along with examples of incidents handled successfully using EOCs.

Vecchi, Gregory M. "Hostage/Barricade Management: A Hidden Conflict Within Law Enforcement." FBI Law Enforcement Bulletin 71, no. 5 (May 2002): 1-7.
Abstract: Due to competing paradigms over hostage and barricade management, conflicts can arise between tactical and negotiating teams. The author explains why this happens, how to reduce the conflict, and how the two teams can collaborate for a successful outcome.