International Crisis Group

Measuring the resilience of historic areas is challenging due to their heterogeneity in scale, heritage type, multi-hazard exposure, and socio-cultural context, creating the need for a flexible framework aligned with the latest Intergovernmental Panel on Climate Change (IPCC) approaches. This study introduces the SHELTER framework, which takes the historic area as its primary unit of analysis while enabling a cross-scalar assessment, from artefact/building scale to urban and transregional contexts. Developed through a co-creation strategy and an extensive literature review, the framework integrates indicators for multidimensional, cross-scale, and systemic resilience assessment and monitoring. The indicators span hazards such as heatwaves, earthquakes, floods, subsidence, and wildfires and capture exposure and vulnerability, the latter being understood as the sensitivity and coping, adaptive, and transformative capacities of communities. Refinement using the RACER methodology yielded a concise yet comprehensive shortlist of indicators, providing both general overviews and specific insights tailored to historic environments. The framework’s efficacy was tested across five case studies, demonstrating adaptability and suitability in diverse historic areas. Overall, SHELTER moves beyond a traditional focus on physical vulnerability and risk management, offering a replicable, holistic set of resilience indicators that supports consistent assessment and monitoring while respecting the singularities of historic settings.

ABSTRACT This article explores the links between the management of an organization's ordinary activities and the management of crisis situations. It starts from the observation that crises, whether brutal, prolonged, or insidious, do not arise in an organizational vacuum: they mobilize the same actors, structures, and practices as day‐to‐day operations. The study adopts both a processual and organizational approach, considering that the ability to cope with a crisis is built and maintained in ordinary operations. Through a thematic analysis anchored in real‐world cases, the article identifies five key variables linking the ordinary to the crisis: Organizational slack, the social dynamics of collective action (cooperation and trust), relational power relations, reflexivity, and abductive reasoning. We show that these collective skills, developed on a day‐to‐day basis, are essential for developing effective crisis management capabilities. The article concludes that crisis preparedness does not rely solely on specific plans or exercises, but on investment in ordinary practices, which shape the capacity for collective action in critical situations.

Massive open online courses (MOOCs) have emerged as powerful educational tools for disseminating complex scientific knowledge. This study examines the RECONECT MOOC, an innovative online learning platform designed to educate stakeholders about nature-based solutions (NbS) for hydrometeorological risk reduction. Developed by a multidisciplinary team of international experts, the course drew on diverse professional and geographical perspectives, across a range of national and sectoral contexts. Its primary aim to bridge the knowledge gap in climate adaptation strategies across diverse professional sectors. The research investigated the effectiveness of interactive, multimedia-based learning approaches in communicating advanced NbS concepts. Using the Sharable Content Object Reference Model (SCORM) framework, the course integrated multiple learning methods, including reading, listening, inquiry-based learning, discussion forums and practical application exercises. The MOOC was divided into six modules and targeted local authorities, policymakers, academics, postgraduate students and other stakeholders interested in climate resilience. Findings revealed that 90% of participants gained additional NbS knowledge, 69% reported a shift in perception and 62% felt confident applying what they learned. Participants valued the interactive resources and flexible, self-paced format. Overall, the study demonstrates that MOOCs can effectively support scientific knowledge dissemination and strengthen understanding of complex environmental solutions.

Abstract Background Sudden Cardiac Death (SCD) is a leading cause of mortality globally, especially in high-stress environments such as sports and public gatherings. Immediate cardiopulmonary resuscitation (CPR) and access to Automated External Defibrillators (AEDs) significantly improve survival. However, awareness and readiness remain limited in many countries, including Egypt. Aim The initiative titled “With Our Hands, We Save Lives” aims to raise public awareness and preparedness to respond to SCD, train personnel in CPR and AED use across sports facilities and public venues, as well, to build a national network of trained responders in clubs, gyms, schools, and public areas and strategically deploy AED devices throughout key locations in Egypt. Methods This national campaign is a continuation to the Sudden Cardiac Death Initiative that have been launched in CardioAlex.24 and it is a collaboration between: The Cardiovascular Research Education and Prevention (CVREP) Foundation, The Egyptian Ministry of Health and Population, The Ministry of Youth and Sports, in addition to some civil organizations including the Egyptian Red Crescent, Egyptian Ambulance Authority, and the Egyptian Resuscitation Council This initiative is organized and managed by Expand Company (A member of ICOM Group). Implementation was carried out through structured, hands-on training events and awareness campaigns aligned with major national and international cardiovascular events, supported by trained facilitators and guided by certified CPR and AED protocols. Results To date:1,820 individuals trained across 6 governorates (Alexandria, Cairo, Damietta, Minya, Assiut)Integration with major events after the launch in CardioAlex.24 as World Heart Day, CardioAlex.25, AfricaHealth ExCon 2025, Sudden Cardiac Death Awareness Days in different cities.A cooperation protocol was officially signed in February 2025.Training of MOH personnel and sports sector staff, including medical, psychological, and nutrition professionals. The program is targeting a full rollout over 27 cities, 250 institutions, and an average of 6,000 trained participants per year. The Planned Activities for the next period include more cities like Giza, Gouna and Luxor in addition to Cairo and Alexandria. Conclusion This initiative demonstrates the feasibility and impact of a multi-stakeholder national strategy to reduce SCD incidents through education and preparedness. It serves as a scalable model for other regions with similar healthcare and sports infrastructure.

The 9-8-8: Suicide Crisis Helpline was launched in Canada in November 2023, aligned with an international movement to ensure access to crisis supports as part of a public health approach to suicide prevention. We describe the planning and implementation of 9-8-8 in Canada using the RE-AIM framework, considering the Reach, Effectiveness, Adoption, Implementation and Maintenance of 9-8-8 within the first six months of service (Glasgow et al. 2019). There is evidence of reach and adoption of 9-8-8 across Canada, and we discuss evidence-based strategies to evaluate and enhance effectiveness, implementation and maintenance. We also consider the importance of evaluating 9-8-8 within the larger socio-ecological and health system contexts. 9-8-8 must cultivate a learning health system approach and be part of a larger learning health system focused on reducing suicide in Canada.

Grey rhino risks are high-impact but seemingly low-probability risks that get shuttled to the sidelines, often due to a misguided hope that the risk will not materialise in the near term, so mitigation planning can be delayed or dismissed. As the author has argued previously in this journal, it is time to change the way we look at risks in order to reassess and re-prioritise our grey rhino risks. We must stop shrugging our shoulders and treating grey rhinos as ‘unforeseeable’ and therefore absolving ourselves from doing anything about them. The author’s previous paper, ‘‘Rhinos and risk assessments: Adjusting risk assessment methodologies to account for “unforeseeable’ events”’1 provided a methodology for pulling grey rhinos into the spotlight, so that we can see them more easily and recognise that their high-impact status requires both acknowledging and planning for. The present paper takes the methodology a step further — demonstrating how to plan for grey rhino risks that have been identified. Rather than continuing to tag grey rhinos as ‘unforeseeable’, we can and must prepare our organisations for them.

Abstract Managers are increasingly finding their organisations being drawn into polarising socio-political issues. While not an entirely novel form of risk for organisations, the ability to avoid this form of risk is eroding, resulting in a new risk environment. This chapter is a conceptual piece that explores why organisations are compelled to address polarising socio-political issues, and how they might navigate issues communicatively through the use of values advocacy. Stakeholder expectations and potential benefits from taking stances on issues result in organisational managers taking stands on polarising, socio-political issues. However, the polarisation creates dangers by risking to intensify the issue division among constituents, causing segments of organisational constituents to turn against the organisation. Values advocacy may be one way to limit the dangers when taking stands on socio-political issues.

Tourism and hospitality organizations and destinations are increasingly struggling to resolve and manage diverse crises. Crises can be defined as unexpected and undesirable events, that cause pressure, represent a threat, provoking uncertainty, and fear. A different leadership is needed, with a strong capacity to deal with uncertainty, vulnerability, and complex chaotic contexts, to make urgent, quick decisions. This study used several complementary methods and techniques to achieve the proposed objectives. An empirical study was conducted, applying a survey, using semi-structured interviews with leaders in the tourism sector. In this sense, this work aims to contribute to a deeper understanding of crisis leadership and crisis management in disruptive scenarios, in tourism and hospitality. Also contributes to enriching crisis leadership research, when the crisis is increasingly frequent, much more globalizing, and harmful, and contributes to capitalizing on learning and developing research to help mitigate the future negative impact of another crisis.

El siguiente artículo corresponde a una reflexión crítica sobrelas elecciones PASO de agosto de 2023 en Argentina. De acuerdo con su autor, las elecciones indican un reclamo de recomposicióndel orden social, que se expresa como un rechazo a la descomposicióninflacionaria de la moneda. Asimismo, señalará que laposibilidad de que la extrema derecha alcance la presidencia semonta sobre esta descomposición que se expresa políticamenteal interior de Unión por la Patria y Juntos por el Cambio comodesorden y confrontación entre las diversas fracciones que componenlas coaliciones. El fundamento de esta situación es la crisisde explotación y dominación, que no se traduce en crisis delegitimidad.

cultura occidental. -2. Los logros de la cultura de Occidente. -3. Inicio de la crisis. -4. La crisis afecta a los tres pilares sobre los que se asienta la cultura