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Exploring the dynamics
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resources may be needed by working with other local
government departments to develop comprehensive risk
analyses and emergency planning (Edwards & Goodrich, 2007).
They also need to be familiar with the complex processes of
grant management and be always well-prepared to provide
succinct explanations on how the funds will be spent. Moreover,
they must be equipped with the political skills to communicate
with lawmakers and always comply with local, state, and federal
regulations (McEntire & Dawson, 2007). Put differently,
capable and professional emergency managers can effectively
and successfully achieve their goals, which increases the overall
EM capacity of local governments.
Recent EM research also studies how a manager may
influence collaborative activities through his/her capability and
leadership (McGuire & Silvia, 2010). Gazley (2008) argues that
collaboration often relies on how public managers make
decisions. Bardach (1998) states that leaders are key to creating
interagency collaborative capacities, which is essential for
dealing with possible difficulties when individuals or
organizations exchange their resources and try to work together
for a common purpose. Agranoff and McGuire (2001)
emphasize that the soft guidance power of leaders can stimulate
self-governance in a network, which is different from traditional
command and control in a hierarchical structure.
(F) Past Experience with Partners
Past experience of antagonism or cooperation between
stakeholders is another factor that hinders or facilitates
collaboration (Ansell & Gash, 2008). Connelly et al. (2008)
point out that one’s initial disposition towards cooperation/
collaboration helps determine whether the collaborative process
is successful. Past experience could be a critical factor
influencing the disposition. Experience brings familiarity and
decreases uncertainty. Connelly et al. (2008) argue that if people