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Learning Resources for Chapter 30

Appendix A to the FEMA Disaster Operations Legal Resource (November, 2011, see note 2 below for full citation). 

**The authors would like to acknowledge very important contributions to this chapter by Mary Ellen Martinet, Patrick Walsh, Adrian Sevier, Rachael Bralliar, Elisabeth Renieris, and Dr. Christopher Holstege.  

Thomas Preston, The President and His Inner Circle:  Leadership and the Advisory Process in Foreign Affairs (New York: Columbia University Press, 2001).

Project interviews, see Eric Stern, Gregory Saathoff, Mary-Ellen Martinet and Brad Kieserman, “Advice in Crisis:  Towards Best Practices for Providing Legal Advice Under Disaster Conditions,” in FEMA Disaster Operations Legal Resource  (2011), A53-A56.

Arjen Boin et al., The Politics of Crisis Management: Public Leadership Under Pressure (Cambridge, UK: Cambridge University Press, 2005).

Barbara Farnham, Roosevelt and the Munich Crisis: A Study of Political Decision-Making (Princeton, NJ: Princeton University Press, 1997). 

Ward Farnsworth, The Legal Analyst: A Toolkit for Thinking about the Law (Chicago: University of Chicago Press, 2007). 

William C. Nicholson, “Building Community Legal Capabilities for Post 9-11 Terrorism Preparedness” (paper presented before the FEMA Higher Education Conference, May 30-31, 2002).

Gary J. Edles, “Assessing ‘Who is the Client’ in the Government Context,” Administrative and Regulatory Law News 31, no. 1 (Fall 2005): 10-13.

George, supra n. 12; Irving L. Janis, Crucial Decisions: Leadership in Policymaking and Crisis Management (New York: Free Press, 1989). 

Nicholson, “Building Community Legal Capabilities for Post 9-11 Terrorism Preparedness.”

Arjen Boin et al., The Politics of Crisis Management; Stephen Worchel, Wendy Wood and Jeffry A. Simpson, Group Process and Productivity (London: Sage, 1992).

Irving L. Janis, Crucial Decisions; Paul Hart, Eric K. Stern and Bengt Sundelius, Beyond Groupthink: Political Group Dynamics and Foreign Policy-Making (Ann Arbor: University of Michigan Press, 1997).

Hart, Stern and Sundelius, Beyond Groupthink.

Cf. Ben W. Heineman, Jr., Lawyers as Leaders, 116 Yale L.J. Pocket part 266, 266-71 (2007).

Cf. John R. Boyd, Destruction and Creation, (unpublished 1976), available at  (last visited Aug. 23, 2011).

Malcolm Gladwell, Blink: The Power of Thinking Without Thinking (New York: Little, Brown and Co., 2005).

Ralph L. Keeney, Value-Focused Thinking: A Path to Creative Decisionmaking (Cambridge, MA: Harvard University Press, 1992)

Ian I. Mitroff and J.R. Emshoff, “On Strategic Assumption-Making: A Dialectical Approach to Policy and Planning,” Academy of Management Review 4, no. 1 (1979): 1-12.

Ian I. Mitroff and Abraham Silvers, Dirty Rotten Strategies: How We Trick Ourselves and Others into Solving the Wrong Problems Precisely (Stanford, CA: Stanford Business Books, 2010). 

Henry Mintzberg, Duru Raisinghani and Andre Theoret, “The Structure of ‘Unstructured’ Decision Processes,” Administrative Science Quarterly 21, no. 2 (1976): 246-275.

Pub. L. 87-195, 74 Stat. 424 (1961), as amended (current version at 22 U.S.C. §§ 2151- 2431k (2011)).

Stanley A. Renshon and Deborah W. Larson, Good Judgment in Foreign Policy: Theory and Application (Lanham, MD: Rowman & Littlefield, 2003).

George, supra n. 12; Preston. The President and His Inner Circle; Paul Kowart, Groupthink or Deadlock: When Do Leaders Learn From Their Advisors? (Albany: State University of New York Press, 2002). 

Uriel Rosenthal and Paul ‘t Hart, “Experts and Decision Makers in Crisis Situations,” Knowledge: Creation, Diffusion, Utilization 12, no. 4 (1991): 350–372.