Humphrey Fellows workshop, Coronavirus serves as case study
Fellows at a recent weeklong seminar discussed the coronavirus in the context
of crisis management planning. “Crises are almost the perfect storm for
challenges in good governance,” workshop leader and Maxwell School faculty
affiliate Bruce W. Dayton said. “During a crisis you are under high stress.
Everyone is paying attention. You have very short time to make decisions and
you’re confronted with uncertainty. All of those are interconnected.”
fellows representing 32 countries and 9 host campuses attended Leadership and
Governance during Times of Crisis, an annual weeklong workshop sponsored by
Syracuse’s Maxwell School and administered by Executive Education.
relevant this year was a seminar on public health emergencies, presented by Tom
Dennison, professor of practice emeritus of public administration and
international affairs. “He focused on how the public health care system is
managed in this country,” Dayton said.
participants’ diverse experiences and geographic locations reflect a broad
variety of health care systems and government structures. “These conversations
across boundaries are an important part of the program,” Dayton said.
Dayton is a
faculty affiliate in the Moynihan Institute of Global Affairs and the Program
for the Advancement of Research on Conflict and Collaboration and associate
professor of peacebuilding and conflict transformation at the School for
International Training in Brattleboro, Vermont. This was the eighth year he led
the weeklong workshop.
Participants are among 149 Humphrey Fellows
from 95 countries spending the 2019-20 academic year at one of 13 U.S.
universities. Humphrey Fellows spend ten months in graduate study, professional
development and cultural exchange, focusing on diverse fields of study. The
Hubert H. Humphrey Fellowship is sponsored by the U.S. Department of State with
funding provided by the U.S. Government and administered by the Institute of
Discussions of coronavirus explored resources to address the crisis, funding
challenges, politicization and the social amplification effect – how people’s
perception of risk level compares to data.
also talked about resilience vs. prevention. “The U.S. comes from a culture of
prevention because we have more access to resources and can put into place
processes to mitigate risks,” Dayton said. “Societies that don’t have many
resources build a level of social resilience because they have found ways
around broken systems.”
management “begins a long, long time before a crisis hits and only ends a long,
long way after,” Dayton said. “The best systems are the ones that manage crises
and can respond to the crisis and insulate those people from political
concerns. Many participants are from parts of the world where that is simply