Decades of academic research have documented examples of pro-social emergent behavior in the wake of a variety of crises from natural disasters to terrorist attacks. This chapter summarizes the research that defines emergent organizations, examines their history, the types of actions these groups perform, and the motivations that drive people to participate. Further, this chapter discusses the influence of information communication technologies (ICTs) and how these have changed who can participate in emergent organizations, how they can participate, and the types of activities performed during all phases of a crisis.

When industries fail to address warnings adequately, risk situations may manifest into crises. Although the U.S. swine industry planned thoroughly for potential infectious disease outbreaks among the animal population, COVID-19 highlighted a planning gap: What happens if the humans working to keep the industry operational can no longer work? This oversight ultimately resulted in a crisis event impacting all aspects of the U.S. swine industry. This study examines the process of engaged learning from failure that took place via retrospective accounts provided in interviews with 18 industry subject-matter experts. Lessons learned, practical applications, and areas for future research suggest that engaged learning values diverse perspectives and, ultimately, promotes meaningful systemic change. Conversely, organizations opting to disengage during or after crises are likely to repeat mistakes and experience similar crises in the future.

The West Virginia water contamination crisis began on the morning of January 9, 2014, and left approximately 300,000 customers of the West Virginia American Water Company unable to use the water in their homes for any purpose other than flushing their toilets. Given the lack of appropriate response from the established organizations involved, many emergent organizations formed to help fill unmet informational and physical needs of the affected population. Crisis researchers have observed these ephemeral organizations for decades, but the recent proliferation of information communication technologies have made their activities more widespread and observable. In West Virginia, their activities were indispensable to the affected population and helped restore a sense of normalcy. This article analyzes four emergent organizations that formed in response to the West Virginia water contamination and the functions they performed in different phases of this crisis.

Chaos theory holds that systems act in unpredictable, nonlinear ways and that their behavior can only be observed, never predicted. This is an informative model for an organization in crisis. The West Virginia water contamination crisis, which began on January 9, 2014, fits the criteria of a system in chaos. This study employs a close case study method to examine this case through the lens of chaos theory and its tenets: sensitivity to initial conditions, bifurcation, fractals, strange attractors, and self-organization. In particular, close attention is paid to emergent organizations and how their embodiment of strange attractor values spurred the self-organization process for this chaotic system.

The objective was to test whether precrisis inoculation-stimulated conversations can positively impact key beliefs vital to the prosperity of a nation following an act of terrorism. The experiment introduced a precrisis inoculation message about the Department of Homeland Security prior to a simulated crisis portraying the downing of an aircraft. Results affirmed: that, compared to individuals in the control condition, inoculated individuals were less likely to believe that past failures of acts of terrorism resulted from terrorist incompetence; inoculated individuals indicated greater belief that the politically motivated acts of violence will not limit their future opportunities; and that interpersonal talk about such acts and the government's ability to effectively handle them were inversely associated with the likelihood of postponing air travel.

Crises, by their nature, demand effectively designed and quickly delivered instructional messages that compel stakeholders to take appropriate actions to protect themselves and their assets. The challenges of crisis communication are intensified in crises involving unanticipated and relatively unknown disease outbreaks with the potential to spread exponentially. This study assesses the communication challenges and opportunities in such volatile crises through an analysis of the Porcine Epidemic Diarrhea virus (PEDv) outbreak that severely threatened the United States pork industry in 2013 and 2014. Interviews were conducted with 13 individuals directly involved in developing and distributing risk and crisis biosecurity messages during the PEDv outbreak. Participants were selected based on affiliation with the National Pork Board, American Association of Swine Veterinarians, university extension, or their swine industry expertise. Four generalizable implications emerged: 1) the advantage of maintaining flexibility in crisis communication planning; 2) the value of audience analysis and message adaptation; 3) the importance of understanding not only what to do, but also why the recommended actions are essential; and 4) the utility of risk/crisis communication and education both prior to and during a crisis event.

Online networks using Web 2.0 technologies have proven useful for communication among all parties involved in managing crises. These networks rapidly disseminate information allowing for coordination among organizations responding to the needs of those whose safety and wellbeing are threatened by the crisis and its aftermath. This study provides a network analysis of official Twitter accounts activated during the Charleston, West Virginia, water contamination crisis in 2014. The city’s water supply was rendered unfit for drinking or bathing after 7500 gallons of a toxic chemical leaked into the Elk River. The network created by the 41 Twitter accounts associated with the West Virginia water contamination lacked density, contained several isolates, exchanged information quickly (geodesic distance diameter), and contained both national and local accounts. The lack of density indicates limited exchange of information, particularly between national and federal accounts. The rapid dissemination of the information that was shared and the fact that some accounts did bridge the local and national gap, however, show the positive potential for such networks in responding to crises.