The CCG Issue Paper Series offers a growing collection of essays, research briefs, and case studies centered on the core topic of crisis governance. Edited by CCG professors Peter Verhezen, Hugo Marynissen and Sascha Albers, the issue papers aim to contribute to the collective knowledge base on crisis governance and stimulate the conversation with policymakers, scholars, and practitioners alike.
HOW MANY WAYS CAN THIS GO WRONG? FROM MESSY WORK TO SAFER CHOICES - 02.2026
This paper presents the ACE model (Ability of Capacity to compensate for Entropy) as a way to describe and manage the everyday complexity of work in socio-technical systems. Rather than starting from a single underlying theory, the model is built from observations of how work is actually done in settings with shifting plans, interfaces and constraints, and organises this into two core parameters: entropy and capacity. Entropy describes the viable variety in how work can proceed under given conditions, structured into five drivers: who and what is around the job, how tightly activities are linked in time, how well procedures fit the situation, how much slack and redundancy exist, and how far and fast harm can spread if control is lost. Capacity describes how much of that variety the system can absorb without losing control, through three components: structural (what is built into design and layout), operational (how work is organised and run) and adaptive (how quickly people and organisations can notice and adjust). Entropy and capacity are combined in a stress ratio that shows how far current conditions are stretching the system and how this balance moves over time. A closure index further distinguishes between settings that are relatively self-contained and those that are exposed to shifting external influences, indicating which safety responses are likely to be effective. Short case studies of the Chernobyl accident and the COVID-19 pandemic illustrate how ACE reframes familiar events in terms of structural margins, changing entropy and lagging capacity, and how it can support clearer operational and strategic decisions.
FROM THEORY TO PRACTICE: RESILIENCE AS THE FOUNDATION FOR GOVERNMENTAL EFFECTIVENESS - 01.2026
In the aftermath of complex disruptions, such as the COVID-19 pandemic, public
organizations are increasingly focusing on strengthening their organizational resilience. Although
resilience is gaining more attention in both academia and practice, turning theoretical insights into
practical strategies remains difficult, especially in the area of public safety. This article explores how
organizational resilience was evaluated and improved within a Dutch safety region. Using a
capability-based conceptualization of organizational resilience that differentiates between
anticipatory, coping, and adaptive skills, we surveyed members of the management team of a safety
region in the Netherlands. The survey focused on perceptions of organizational skills and resilience
factors. The findings show differing views across skill domains, underscoring the importance of both
tangible and intangible factors, such as culture, resources, and leadership. Furthermore, the survey
results provide crucial insights for prioritizing factors that help the organization better prepare for
undesirable events. In the second phase of the case study, facilitated workshops assisted in
interpreting these findings collaboratively and supported strategic decision-making. This article
demonstrates the practical application of resilience in public organizations and promotes a
participatory approach to implementing and embedding resilience at a strategic level.
Crisis Preparedness Through Gaming And Simulations: 10 Key Considerations For Effective Crisis Training - Issue paper 02.2025
Organizations seeking to enhance crisis preparedness and resilience can draw on a wide range of trainingformats, yet often default to a narrow repertoire of familiar sessions. This article introduces the “crisis trainingtoolbox,” a simple framework that distinguishes four primary forms of crisis training: courses, training,simulations, and games. While games have long been part of crisis-related practice, from early wargaming tocontemporary crisis games, we argue that they remain undervalued and underutilized. We identify two recurringpitfalls: overreliance on a single training type and rigid adherence to standardized formats. To address thesechallenges, drawing from our experience in game design, this article proposes ten key considerations for designingeffective crisis simulations and games. These considerations are presented as parameters, or levers, that can beadjusted to align sessions with organizational needs. We argue that a deliberate, goal-oriented, and reverseengineered approach to exercise design is essential to move beyond “check-the-box” training practices, fosteradaptability and creativity, and realize the full potential of simulations and games