Reactive Behaviour when Operating a Proactive Method during Crisis: Learning through Reactivity to Proactivity

This paper examines the crisis management response of the Norwegian Correctional Service (NCS) at the national directorate level to the Covid-19 pandemic. We conducted a document analysis based on the internal report produced by the NCS to assess their performance during the initial phase of the pandemic. The aim was to extract key learnings to enhance future crisis handling. Our research focused on two main questions: 1. How did the National Crisis Management Unit address the pandemic at the directorate level? 2. What lessons could the NCS draw from this experience to improve its responses to future crises? The analysis suggests that the NCS struggled to effectively mobilize and execute its emergency plans amid the crisis. Additionally, the report highlighted a lack of clear role definitions within the NCS, which blurred the lines between routine functions and crisis-related duties. Our findings indicate that the NCS predominantly displayed reactive tendencies rather than employing a proactive staff methodology, which is critical during crises. These insights offer valuable lessons for other organizations in understanding the dynamics of learning from crises, specifically the factors influencing when, why, and how an organization adapts and improves its crisis management capabilities. Keywords: COVID-19, crisis management, bureaucracy, reactive behaviour, learning