Journal articles on the topic 'Anti-crisis personnel management'

Annotation. Introduction. The main problem of modern crisis management is associated with the lack of preventive crisis management practices of socio-economic systems, resulting in a set of emergency response measures: staff reductions, salary cuts, curtailment of training programs and staff development, which destroys the foundation of the organization – human capital. Purpose. At the same time, there are certain problematic and debatable points in terms of the formation of anti-crisis management of human resources in terms of theory and practice. Results. Accordingly, the article forms approach to the interpretation of the concept of crisis management of personnel in terms of discussion aspects such as definition, elements, principles and functions, stages. It is determined that anti-crisis personnel management is considered in terms of preventive, reactive and comprehensive approach depending on the situation in the personnel system of the enterprise. The author’s definition of “anti-crisis personnel management” is formed, which means a type of management activity that includes a set of specific functions, forms, methods and means of preventive and reactive management influence on human resources, aimed at identifying crisis phenomena, preventing crisis, its localization and liquidation; minimization of its negative impact on the further development of the enterprise. It is proved that anti-crisis personnel management is a type of anti-crisis management, ie it is characterized by specific methods, subjects and tools. The causes of personnel crises are systematized and the varieties depending on the situation in the personnel and personnel policy of the enterprise are singled out. Conclusions. Regardless of the source (external or internal), the crisis is always accompanied by extremely negative phenomena for both the organization and staff: falling production and sales, financial insolvency, a clear deterioration in the financial situation of workers, lack of employment guarantees, uncertainty of the future, lack of initiative, etc. Therefore, the issues of forming an effective system of anti-crisis personnel management, based on a clear mechanism and tools for personnel management, are relevant. Keywords: anti-crisis management; personnel; principles of anti-crisis personnel management; functions and methods of management.

Aim. The presented study aims to examine approaches to anti-crisis personnel management in the context of a pandemic.Tasks. The authors identify the features of remote work as a method of anti-crisis personnel management and provide recommendations for organizing efficient anti-crisis personnel management in the context of a pandemic.Methods. This study uses general scientific methods of cognition to analyze the problems of personnel management in the context of a pandemic and their possible solutions.Results. It is possible to apply recommendations for improving the anti-crisis personnel management system in the context of a pandemic using the model of complementary assets for switching to remote work. Conclusions. As a modern direction of anti-crisis personnel management, remote work is a promising method of organizing work activities. The proposed recommendations make it possible to adjust an organization's personnel management policy and facilitate the use of different forms of remote work.

Crisis situations occur at various stages of an economic system life cycle. Without professionally trained employees, it will be difficult for the enterprise to achieve its goals and objectives. That is why, in order to maintain competitiveness, enterprises need to expand innovative processes and involve their staff. Personnel management is essential for a socio-economic system, especially during times of crisis. In current situation, the issue of retaining valuable personnel of the enterprise, as well as providing them with fair payment for their work and with necessary conditions to continue active labor activities plays center stage. The need to study the issues of anti-crisis enterprise personnel management is obvious. Thus, in order to overcome the crisis situation, it is necessary to unite all organizational structures, their integrated work and interaction, since without this it is impossible to achieve a positive result. Only highly motivated employees are able to carry out complex and urgent assignments of management. The article examines the problems of personnel management in crisis situations, identification of the main causes of employees' resistance to changes, the topic of the motivational component is touched upon, the mechanism of management in crisis conditions is presented. A program of anti-crisis personnel management based on motivation is offered. The comprehensive motivational anti-crisis program represents a mechanism to ensure stabilization of an organization and foresees involvement of personnel in the process of removing the organization from a difficult situation. The authors of the article used such methods of research as the analysis of theoretical and practical studies in the field of anti-crisis personnel management.

Crisis phenomena in many countries of the world do not allow enterprises to develop. Enterprises have to face permanent threats and risks that significantly reduce the current level of their economic security, the problem of creating a protection system, that is, an integrated system of economic security has become a priority. The aim of the article is to determine the impact of the crisis on the management process and the efficiency of personnel use as the basis for the development of anti-crisis solutions, the implementation of which should provide the necessary level of economic security for the enterprise. The results of our study allowed us to identify possible options that ensure the effective implementation of anti-crisis personnel management, focused on restoring the level of economic security necessary for the functioning and development of the enterprise. It was found that in the process of implementing anti-crisis personnel management it has a number of features caused by both the difference in the impact of the crisis, that is, the presence of positive and negative consequences, and a significant list of external and internal factors that must be taken into account when developing each individual anti-crisis solution.

The concepts of human resources and the system of personnel management in an organization are considered. The results of a sociological survey on anti-crisis measures in the field of personnel management are represented. The authors of the article suggest the measures to mitigate the crisis in human resource management owing to scientific management, motivation and labor incentives. The forms of the government regulation of wages in Russia’s economy sectors and the tasks of the Russian Federation Government in post-crisis period are studied.

The paper studies approach to the interpretation of the essence of anti-crisis resilience of business entities and its functional components. The expediency of evaluating crisis resilience because of an integrated approach and taking into account the principles of forming a balanced scorecard is shown. Personnel and staff stability are considered in details which is the ability of the business entity to maintain the flexibility of the management system; reflects its availability of highly qualified personnel, contributes to low staff turnover, reflects the level of motivation of employees. It is proved that taking into account the aspect of the personnel component in the evaluation of the results of the business entity allows to carry out operational activities in accordance with its business strategy. The method of assessing human resources through such indicators as innovation, training, intellectual assets is considered. The list of relevant indicators is determined and the methods of their calculation are shown. Because of real data of the state enterprise “Amber of Ukrain” the approbation of the offered algorithm of an estimation of anti-crisis stability of business entities is carried out. In the process of research assessment was carried out in the context of four forecasts on the following functional components as finance (financial component), clients (marketing component), internal business processes (operational, investment and innovation components), training and staff development (management and information, personnel components)). According to the shaped system of evaluation indicators, standardized and balanced key (aggregated) indicators were calculated for each component of anti-crisis resilience. Based on the level of the overall integrated indicator of crisis resilience on the Harrington scale, the appropriate stage of the crisis process was established. Based on the obtained calculation results, an appropriate system of strategic goals and measures has been developed. It is proved the practical implementation of the system of balanced scores for setting current tasks for each department and employee, taking into account the strategic goals of the business entity.

The article discusses topical issues of virtual learning at Russian enterprises. It is shown that today the unstable situation continues due to the global pandemic of the coronavirus COVID-19. Experience has shown that during a pandemic, employee training will now be key to creating a post-COVID-19 business environment. The realization that many business processes would not even have to be stopped if it were not for the lack of labor force will stimulate the consideration and implementation of tools for automating and digitalizing learning processes. The work investigates the ongoing transformations of the personnel business processes of the enterprise in the context of the COVID-19 pandemic, shows changes in the training processes at enterprises, identifies trends in the development of corporate training programs for employees in a virtual format. The use of the author's approach, based on the methods of scientific generalization, comparative analysis, an integrated and systematic approach, made it possible to establish that, according to statistics, virtual training of personnel in the context of an anti-crisis transformation of an enterprise has prospects in the foreseeable future. The scientific novelty of the research lies in the fact that the author, on the basis of the study, highlighted the key advantages of virtual training of personnel in the context of anti-crisis transformation of enterprises (high interactivity, joint learning, a variety of content). In addition, the problems of virtual training of personnel in the context of anti-crisis transformation of the enterprise, related to confidentiality and data protection, cybersecurity and technology availability, were clarified. The practical significance of the work done lies in the fact that it can serve as a basis for further scientific research in the field of anti-crisis personnel management, as well as virtual training of personnel in the context of enterprise transformation associated with biological threats.

In order to determine the depressed regions of the status of the dairy industry, the main target functions of the anti-crisis strategy are formulated. As a preliminary research method in crisis management, a morphological analysis was chosen, which is an effective methodological approach. The advantages and disadvantages of morphological analysis are evaluated. A morphological matrix for ranking the regions of Siberia according to the main indicators of the dairy industry was built and 5 clusters of regional status were formed. Only one region was classified as depressed – the Republic of Tuva. Effective anti-crisis management tools are proposed. The introduction of digital technologies and the organization of automated workstations on their basis are recommended, which will compensate for the shortage of qualified personnel, increase labor productivity, and government support for these events and the attraction of investors are also required.

The paper presents results from a study, conducted in the beginning of the year, with the purpose to determine how the human resource management function is realized in Bulgarian tourist organizations and specifically to identify possible problems. The study includes fifty accidentally chosen organizations from the hotel keeping branch, of approximately equal size (from three to five star hotels with over 200 employees). Consecutively are presented the practices, connected with basic activities, composing the human resource management, as well as summary results from the analysis given as recommendations for the management. It has established as a general conclusion that the practices connected with HRM in the investigated hotels, have some positive sides, but dominate the negative aspects that need an elaboration. The taking of actions directed towards improvement of HRM in these organizations is a consequence from the awareness that: 1) the quality of the tourist product in the hotel keeping is in direct dependence on the quality of the human resource, i.е. the policy for its management and 2) in the conditions of a global economic and financial crisis, not only the survival of the organizations but their prosperity as well, are connected mostly with identification and preservation of the quality part of their personnel. Key words: anti-crisis personnel policy, economical crisis, hotel keeping, human resources, tourism.

Global globalization, increased competition in domestic and global markets, the volatility of the market environment, require any modern company or organization to respond quickly and effectively to change. Today in order to survive, more and more businesses are forced to look for new effective methods of enterprise management and personnel management in particular. The paper reveals the main features of the differences, the content and critical assessment of the concepts of outsourcing staff. The analysis of the anti-crisis method of applying outsourcing by dividing the existing personnel of the company into three categories taking into account the results of an objective assessment of their activities, achievements and opportunities. The peculiarities of the outsourcing market for personnel management services in Ukraine and the main trends in this area are clarified. The essence of the concept of "staff outstaffing" is revealed. The experience of using outstaffing as an effective tool of personnel management is considered. The basic prerequisites for using outstaffing are revealed. Its positive and negative sides are identified. The prospects of using outstaffing in project management have been clarified. Outsourcing should not be considered as a universal tool for solving business issues and problems, as there are tasks that cannot be outsourced to independent professionals. Any business strategy of the company must be consistent with the likely risks. Quite often the use of outsourcing, for example, can create additional difficulties.

Introduction. Under martial law, it is impossible to ensure the competitive position of enterprises, as well as their survival without the use of the concept of kaizen in personnel management. The purpose of the paper is to study the theoretical aspects of the use of the concept of kaizen in the management of personnel of enterprises in martial law in order to improve management processes, as well as all aspects of the functioning of enterprises. Results. A systematic approach to the implementation of the concept of kaizen in the management of personnel in martial law involves reforming the organizational structure, consisting of interacting components. It should be borne in mind that the organizational structure of enterprises is influenced by internal and external factors. The interrelation of these factors has a direct impact on the functioning of the enterprise. The introduction of the concept of kaizen in the management of personnel in martial law forms the goals and objectives of enterprise management, which in themselves are forced to adjust to the anti-crisis and progressive model of personnel management, which would ensure business survival and efficiency. The proposed schematic diagram of the analysis of the current state of enterprise personnel management based on the Kaizen concept is associated with the transformation of views on personnel management. The use of the Kaizen concept in the management of personnel of enterprises will ensure the effective functioning of business processes in an unstable environment; increase the level of controllability of the enterprise system. Conclusion. The implementation of effective personnel management of enterprises in martial law using the concept of kaizen brings human resources in line with the strategy of the organization. Kaizen concept can be used in personnel management, which will allow Ukrainian companies to optimize their activities, to establish work of the company and introduce new methods of personnel management. This concept will allow businesses to maintain solvency in this difficult time.

The article reveals the essence and peculiarities of the personnel reserve formation in the institution of higher education. The functionality of the personnel reserve of the modern higher school is analyzed from two viewpoints: the viewpoint of an institution of higher education (functions are information, personnel planning, resource saving, anti-crisis, regulatory) and the viewpoint of a reservist (career-orientation, motivational, developmental functions). The personnel reserve management is represented by several approaches: classical (training is tied to the competence of a particular position); the personnel reserve management in the context of the concept of talent management (development on the grounds of needs and deficits in the competence of succession pool members); synthetic (the personnel reserve is a self-organized community and a training program). The best thing is to use adaptive control technology in order to regulate relationships between members of the personnel reserve, and assist them in the implementation of professional self-development and self-improvement. Adaptive control is founded on the acme-synergic principles, as it provides favorable conditions for selforganization, self-knowledge, self-understanding, self-determination, self-prediction and self-design, self-actualization and self-realization of a person as a subject of professional activity. Main lines of work of the acme-synergic service are informational-analytical (general department); organizational-designing (prognostic department); acmeologicaltechnological (technological department); psychological (department of acme-synergic support); research (analytical department).

The purpose of the paper is to set of organizational and economic relations that arise during the development and implementation of the mechanism of anti-crisis marketing, under the influence of external factors such as pandemic and war. Methodology. The survey is based on the use of methods and principles of system, logical management, statistical, program and target methods. The statement and proof of working hypotheses were carried out on the basis of methods of classification, balloon-index estimations, expert methods. Results. Analytical work on the analysis of trends in the development of tourism business in the context of European integration is completed. The most probable changes in the trends of 2022, awaiting the tourism industry, are given. Emphasis is placed on the development of domestic tourism for countries with favorable natural conditions and appropriate infrastructure. To assess the situation of the tourism business, a survey was conducted using the developed questionnaire in Google forms. It has been revealed that the system of anti-crisis marketing has properties that determine the features of the management mechanism: flexibility and adaptability, ability to diversification and timely situation response, the ability to effectively use the innovative potential of the enterprise; its identification and development of appropriate anti-crisis measures. It is proved that the tourism sector should change its priority, be flexible and adaptable. Today, the emphasis of tour operators in 2022 should be on domestic tourism: recreational tourism; relaxation tours that help restore health; tourist trips with the direction of art, pottery, etc. The analysis of the market and the influence of factors on the activity of the enterprises of tourism business have been conducted. Tourism companies can apply different directions in the anti-crisis programs that will help the enterprise to overcome the crisis: borrowing from the experience of countries of the world; diversity and quality of services; staff motivation: to create a common system of remuneration of personnel depending on the result of activity of the hospitality industry; support of the country. Practical implications. A program of anti-crisis actions has been proposed, which will become an important component of future development and not a decline. Value/originality. Introduction of the mechanism of crisis management at the enterprise of tourism business, using marketing tools.

The study investigates the need for changes in the operation of customs administrations, which are caused by the pandemic. The latter has destroyed or considerably damaged existing supply chains around the world. To counter this, customs administrations need to take a coordinated and proactive approach with all relevant agencies to facilitate international trade. The main purpose of the study is to investigate the transformation of the implementation of state customs in the context of anti-crisis response to the conditions of the COVID-19 pandemic. The methodology of this study is based on such general scientific research methods as analysis and synthesis, systematisation, and generalisation. The study has defined the basic areas of reengineering of customs bodies' operation which have to work continuously and in the conditions of time restrictions; organisational response design; anti-epidemic protection of officials; digitalisation of customs procedures; customs regulation; trade facilitation measures. In particular, the study noted that in crisis conditions, the urgent task is to form operational groups for anti-crisis response, as introduced by China. The paper outlines the main responsibilities of such task forces and focuses on the need for rapid changes in legislation and consultation with stakeholders. The authors have identified the main measures to ensure the safety of personnel, which should be developed by customs administrations in close cooperation with healthcare authorities and other stakeholders. Trade facilitation measures have also been identified, in particular through the collection of data and their submission to the World Trade Organization repository. This study can be used to investigate and improve the reform of the customs system of Ukraine

The sphere of tourism can be safely attributed to the category of unique in efficiency industrial complexes that can help solve economic anti-crisis problems. Tourist activity has a significant impact on economic growth, which is manifested in the improvement of entrepreneurship, the scale of production of products and services, the growth of effective demand. The article considers the concept of strategic management in the tourism industry. In the course of research the stages of a cycle of strategic management of the tourist company are defined on the basis. The constituent elements of strategic planning as a basis of strategic management are considered. Peculiarities of strategic management at tourist enterprises are determined. The article identifies current problems of management of tourist enterprises in Ukraine. It is noted that the success of the tourist enterprises of Ukraine depends on an effective system of management and coordination of all components of tourist attractiveness: tourist resources, infrastructure, investment and quality service. It is offered to consider the management system of the tourist enterprise in dynamics which interacts with such important elements, as: tourist resources, services, production, external environment and the factors influencing development of tourist sphere, the purposes of development of system of management of tourism. The key characteristics of the process of realization of the tourist enterprise management system are given. In today’s global economic change and the crisis in the tourism industry, tourism companies should apply strategic management, which includes a program of action to identify specific goals and means of implementing the chosen path of development. The strategic management of tourism enterprises should be based on strategic planning, which will provide an opportunity to predict the future development of production of goods and services, promising projects, personnel and financial activities on a planned basis. Key words: strategic management, management system, planning, strategy, tourism company.

The article states that nowadays situations in Ukraine shows that the theory of military activity of law enforcement forces needs a new development in the terms of settlement of armed confrontation in separate areas of Donetsk and Luhansk areas. Therefore, the issues of regulatory and legal support of law enforcement agencies in responding to crisis situations come to the fore. The analysis of normative legal acts shows that legal norms are not formulated clearly enough and ambiguously interpreted by law enforcement agencies. Therefore, it is necessary to refine the legislative mechanism for preventing and responding to crisis situations that threaten the national security of Ukraine. Therefore, the purpose of the research is to comprehensively reveal the essence and features of the legal regulations of combat operations of the security and defense sector of Ukraine in crisis situations and to develop specific practical recommendations, scientifically sound proposals for improving State governance in this field. In order to research the best practices of Ukraine on the functioning of Public mechanisms of response of the security and defense sector of Ukraine to crisis situations during the Anti-Terrorist Operation and the Joint Forces Operation in some districts of Donetsk and Luhansk regions, an expert survey of anti-terrorist security experts was conducted. The results of the survey provided an opportunity to identify the main problematic issues in the functioning of the anti-terrorist security system and provide appropriate development proposals. The State authorities today need to focus on improving the organization of management, establishing interagency cooperation between government agencies, increasing the level of pre-training of personnel, a clear definition of tasks for law enforcement units during special operations. Areas of further research will be aimed at developing State mechanisms of responding by the components of the security and defense sector of Ukraine to crisis situations

In the modern market economy, an assessment of the enterprise's financial condition is of great importance for the effective adaptation of the company to a turbulent market environment. This is due to the fact that organizations acquire independence and are fully responsible for the results of their activities to shareholders, suppliers, employees, creditors and banks. At the same time, in the phase of crisis phenomena in the economy, survival in a competitive environment is of particular importance for many enterprises, and therefore the issues of diagnosing the risk of bankruptcy of business entities are more relevant than ever. When identifying signs of bankruptcy, companies' management focuses on the development and implementation of such measures that would avoid it and build the enterprise to a new stage of development. In this regard, one of the most important components of bankruptcy prevention measures is the development of a bankruptcy prevention strategy (anti-crisis management strategy). To overcome the insolvency of ineffectively operating economic entities, at an early stage, the problem of developing an organizational and economic mechanism and measures that will strengthen the position of an enterprise in the market and help to postpone possible bankruptcy becomes dominant. The inclusion of bankruptcy in the mechanism of state regulation, which followed the formation of new economic relations in the Russian Federation, objectively required a rethinking of the previously accumulated theoretical and methodological developments and practical solutions. A bankruptcy prevention strategy is a set of prescribed measures for the long term to get an enterprise out of a crisis situation and prevent bankruptcy. It is such a development as a strategy for preventing bankruptcy that is an algorithm for all personnel of an enterprise to act during a crisis (bankruptcy).

The article analyzes the key moment of labor productivity growth - personnel involvement. It is said that the demand for personnel involvement at the current stage of economic development does not have effective methods of replacement. A complex of reasons is considered that caused a decline in labor productivity and, at the same time, caused the displacement of personnel from the sphere of social production. It is noted that the labor market today requires not just involved employees with professional skills, but teams of involved employees with collective project thinking based on independent, autonomous and creative activities. Despite the fact that the transition towards involvement has taken place, there is no single way or tools to increase the level of personnel involvement today, and involvement continues to remain an unaccounted for development factor, which generally reflects the transitional nature of the domestic economy. The work formulates a typical profile of an engaged and uninvolved employee, identifies the reasons, indicators and signs of involvement. Particular importance in the composition of involvement is given to the creative self-realization of employees. It is said that any limitation of the possibilities for self-realization of an employee inevitably leads to a specific change not only in the personality of the employee (due to the fact that a set of attitudes towards himself, his role and his place in the organization is developed), but also to a change in the priorities of activities, value orientations (preferences), its dynamic variability and uncertainty. The study notes the relationship between personnel involvement and the anti-crisis personnel management system.

The article is devoted to the study of the dialectic of essence and definition of the complex category “technologies of pedagogical management”. The relevance of this study is due to the fact that technology in today’s conditions is the key to effective management of educational institutions. Despite the increased interest of the Ukrainian and foreign scholars in the studied issues, in the scientific and pedagogical literature there is no clarity in formulating the components of the key definition and there is no comprehensive definition of pedagogical management technologies, and hence their classification. Accordingly, there has been a need to identify its elements (“management”, “pedagogical management”, “technology”). In the process of research we used such methods as: inductive, deductive, critical analysis, comparison, grouping, classification, generalization. The article clarifies the definition of the term “management”. It was found that in the scientific and pedagogical literature, it is used in various modifications, the main of which are: “management in education”, “educational management”, “pedagogical management”, “school management”. The most common is “pedagogical management”, which is considered as: the science of management of pedagogical systems; organization of work of specialists of the educational institution for realization of the set purpose in the most effective and rational ways; organization of educational institution activities; educational institution management system; a special kind of skill of the head and managerial competence of a person. We came to the conclusion that the technology of pedagogical management is a set of management tools for the successful implementation of strategic directions of development of an educational institution. This set consists of modern methods and tools of effective management; principles, laws and laws of organization and management; psychological methods of creating a favorable educational environment; methods of positive influence on employees of the institution and students; systematic monitoring of the quality of education; marketing of educational services; anti-crisis strategies; professional reflection. Classification of pedagogical management technologies by the following types has been developed: personnel, team-building, effective management technologies, foresight technologies, marketing and anti-crisis technologies.

<p>The current study shows that the development projects for single-industry towns should provide a close relationship between the goals of strategic development, public expenditure, final results, as well as the principles and tools of the project approach. The paper introduces a classification of development projects for monotowns. Such projects, if oriented to innovative development, are often implemented within the framework of an anti-crisis strategy, limited investment resources, and a lack of qualified specialists in the field of project management. Effective project management, especially development projects, requires skilled personnel with modern competences in project management. Personal competences of the stuff should comprise behavioral (leadership, ethics, etc.), contextual (project orientation, finances, etc.) and technological abilities (requirements and targets of the project, concerned parties, risks, etc.). Such competencies, consistent with international standards in the field of project management, will effectively manage by the development projects for monotowns in the conditions of constant changes, an increased level of risks and insufficient development of institutions</p>

Engaging stakeholders in reputation management processes in the digital economy, including through the use of their activity on the Internet and social networks, is a way to reduce the irrational reputation-support activity of the company’s management and staff. Given the empirical research data (sociological survey) on the Ukrainian food processing companies, the article analyzes stakeholder engagement to replace traditional activities of the company’s management and personnel in the reputation management system. As a result, the author’s hypothesis was proved that the natural development (increasing the maturity level) of the Reputation Management System (RMS) takes place towards a gradual transfer of reputation management functions from managers to enterprise stakeholders, that is, the traditional reputation activity of the company’s management and personnel is being replaced by stakeholder engagement. It is also proved that the level of development of the reputation management organizational system (organizational preconditions) should be high, but aimed not so much at ensuring the activity of the enterprise management and personnel to maintain its reputation, but rather at the involving stakeholders’ delegated to manage the company reputation.It was found that the prioritizing stakeholder engagement over traditional reputation management activities at the Ukrainian food processing companies is in its infancy. The target state of the reputation management system, where stakeholder engagement is a priority over management activities, was found only in two enterprises out of 18 studied; in 11 of them, these two parameters are balanced, and in remaining five, traditional activity outwalks engagement. The results of the study of the organizational prerequisites for reputation management among enterprises preferring stakeholder engagement show that they have the following seven elements: 1) internal experts in filling and supporting the corporate website and the enterprise pages and brands on social networks; 2) corporate media editorial/text writers among enterprise staff members; 3) a specialized PR unit (reputation management department); 4) the reputa¬tion management business process is regulated; 5) the functional responsibilities of the reputation management participants are integrated with the job descriptions of the relevant employees; 6) a documented formalized PR strategy and operational plans for PR work in various time horizons; 7) a documented formalized plan of anti-crisis PR activities. The above elements make it possible to provide recommendations on the reputation management planning for enterprises seeking to take stakeholder engagement advantages in reputation management.

Historically, the maritime industry in Ukraine, which previously was subordinated to the Ministry of Transport of Ukraine and whose successor is the Ministry of Infrastructure of Ukraine, was complex of different organizations (shipping companies, ports, ship-repairing and shipbuilding factories and other related and auxiliary enterprises). They had their own organizational structures, goals and tasks and in some way interacted with each other. Such organization was aimed, first of all, at achieving target production indicators formed by the state authorities. In fact, such structure of maritime industry can be regarded as vertically integrated. When the issue of increasing the economic efficiency of the main component of the maritime industry (of the ports) was raised, the main efforts were aimed at minimizing the costs of their functioning. This led to the creation of horizontally integrated (in whole or in part) companies in the maritime industry. The driving factor for their implementation should be the transformation of organizational and economic mechanisms of regulation of the port’s activity from the point of view of a clearly defined anti-crisis character. Therefore, the goal of the study was to develop and justify the feasibility of using a model that will determine the effectiveness of the strategy of investment into the development of the organizational and economic mechanism of regulation of the port activity. The calculations of determining the best variant of an investment project under different external conditions are presented. In calculations based on certain criteria (appropriate levels of capitalization and effective dividend policies), we took into account the factors related to the expectations of the crisis in Ukraine, Ukraine’s unpreparedness to enter the new technological phase, the loss of scientific and technical personnel, inflationary phenomena and instability of the national and world currencies. In addition, within the framework of the developed model, the authors propose an algorithm that makes it possible to select the characteristics and determine the parameters of optimization of the organizational and economic mechanism of regulation of the port activity under the conditions of long-term continuation of the crisis situation.

In the post-reform period, the Katerynoslav province was used as a locomotive of capitalist transformations, and on the other hand represented polyethnic and poly-denominational territories inhabited by Ukrainians, Russians, Jews, Germans, Poles, Greeks, Tatars, Bulgarians. etc. Such diversity could not but affect the ethnic relations in the region, which left a significant imprint on them. These relationships, in turn, were characterized by both relationship development and mutual influences, and a sufficiently high level of conflict. In particular, the author analyzes the causes and manifestations of superechtas between representatives of different ethnic groups that inhabited Katerynoslav region at the end of XIX - early XX centuries.Thus, it is emphasized that the rupture of social ties and impoverishment of a large part of the population during the transition from traditional to industrial society objectively created the basis for the spread of xenophobic and nationalist sentiments. At the same time, attention is drawn to the fact that at this time tsarism continued to build its intrinsic policy on the principles of the great power, the basis of which was known the «Uvarov» triad – «autocracy, Orthodoxy, nationality», in particular, when the official ideology was counted ethnic Ukrainians to Russians. Therefore, in the confines of a large-scale, chauvinistic policy, the Ukrainians were demolished and assimilated, and the rights of the Jewish population and representatives of other ethnic groups inhabiting the empire were restricted at the legislative level.Conflicts on the national soil in the region have seen an increase in the number of riotous actions against the local Jewish population, as well as the launching of anti-German campaigns, especially during the First World War. In addition, numerous disputes in Katerynoslav province have arisen between Ukrainians and Russians, as well as between local workers and foreign management personnel, who appeared in large numbers at the factories and mines of the region in the modern period. All this led to the destabilization of the socio-political situation, becoming a significant component of the revolutionary crisis that swept the Russian Empire in the early twentieth century.

The article seeks to explore the impact of the COVID-19 infectious disease pandemic on the Ukrainian hospitality industry along with providing an overview of the major changes in the nature and operation of hotel and restaurant businesses in the face of quarantine restrictions. The statistics data were obtained from the Ukrainian research papers and scientific journals in hospitality management and open Internet sources. To attain the objectives of this study, theoretical generalization and the comparative research methods have been employed. The article offers a loss of profit assessment for Ukrainian foodservice companies and hotels in the national lockdown period from March to May 2020 and during the quarantine restrictions related to the COVID-19 pandemic. The findings demonstrate that the revenues of foodservice companies in March amounted to about 69%, in April – 26% compared to February 2020 indicators. In May, restaurants increased their profits up to 50% against the pre-crisis rate, which is associated primarily with easing of quarantine restrictions and the permission to serve their customers on summer terraces. However, most hotels and their infrastructure facilities were forced to suspend their operation. The study also resumes the information on regulatory changes along with mandatory anti-epidemic preventive measures in the hospitality sector operation. A special emphasis is put that hotels and restaurants were challenged to promptly respond to quarantine restrictions in a very short period of time and build immediate strategies to retain their customers and clients. The authors present a range of international best practices on adaptation of hospitality industry to working in the quarantine restrictions settings. It is argued that the primary objective of the Ukrainian hospitality industry in in the short-term perspective is the implementation of modern innovative technologies. This will contribute to reducing human contact between customers and personnel in the hospitality sector, which is critically important in the context of infectious disease outbreaks and COVID-19 pandemic, in particular.

In the context of globalization, the sphere of tourism becomes more and more important, since it is one of the most profitable and dynamic branches of the world economy of the country. Tourism contributes to the growth of employment, accelerates the diversification of the economy, because this sphere covers more than 50 branches of the national economy, therefore the innovation of the tourist sphere should become its constant component. In addition, tourism not only preserves, but also develops the cultural potential of the country and the population, harmonize relations between different peoples and contributes to the friendly use of the environment. Indicators of its profitability indicate the importance of tourism for the development of economy, namely: 8% of world exports and 30% of world services sales, as well as annual growth of world tourist flows by 4-5%. However, Ukraine loses significantly in the competition, lagging behind the leading countries of the world in terms of development of tourist infrastructure and the quality of tourist services. Financial and economic crisis that has been continuing in recent years, the events associated with annexation of the Autonomous Republic of Crimea and anti-terrorist operation on the territory of Donetsk and Luhansk regions had a negative impact on the tourism flows, the tourism structure and tourist opportunities of the country both on the domestic and the external tourism market. In addition, Ukrainians have recently received the possibility of visa-free travel to the countries of the European Union, which will also lead to the increase in outbound tourism, and a reduction in the entrance. In this regard, it is necessary to introduce innovations in the development of tourism in Ukraine in order to attract visitors. Innovation in tourism "involves developing an original approach, developing new ways to use existing resources while seeking new ones";. Typization of innovation in tourism is developed by Abernathy and Clark, who distinguish 4 types of innovations: regular, niche, revolutionary and architectural. Regular innovations refer to the continuous improvement of the quality of services, the improvement of personnel skills and productivity. Niches innovations usually change the structure of cooperation, but not basic knowledge and skills; they combine existing services in a new way. Revolutionary innovations are associated with the use of new technologies in firms, the development of new methods; they have a radical impact on the key knowledge and skills of the staff up to the appearance of new occupations in the sector. Architectural innovations change the structure, business model and rules in tourism; they create new events and objects that require reorganization, chang physical or institutional infrastructure, research and training facilities. One of the main directions of innovation is the development of sustainable tourism. Destination (tourist areas) are beginning to create a management system for tourism resources and use them in the planning of territorial development. Recently, it became clear that the directions of innovation in tourism are increasingly becoming a systemic nature, when tourism turns from the industry into a "public enterprise";, which involves a variety of institutional stakeholders: government, business, local communities, science and education. At the same time, the remarkable thing is that the more the system of tourism management varies from industrial to post-industrial, the greater the innovative potential has the sphere of tourism, the greater the extent of tourism shifts from mass to individualized. This is due to the smaller segmentation of the market and the emergence of many niche, specialized services and tourist products. There is adaptation of tourism infrastructure, buildings and equipment for the needs of such new, growing groups of tourists as children, the elderly and the disabled. The innovations in the tourism industry, according to Novikov V.S., “are the result of actions aimed at creating a new or changing existing tourist product, developing new markets, using advanced information and telecommunication technologies, improving the provision of tourist, transport and hotel services, creating strategic alliances for realization of tourist business, introduction of modern forms of organizational and managerial activity of tourist enterprises”. In general, tourism is a multi-vector industry, which can create some difficulties in introducing innovations. At the same time, certain areas of tourism activity are impossible without the use of innovative technologies, in particular, information and computer technologies. Effective administrative work of tourism enterprises involves the application of various facilities, as Ukrainian travel agencies are widely using the information sector, in the form of messages, and the virtual sector of travel in global networks. Studies conducted in the field of tourism demonstrate the &quot;consumer nature&quot; of information innovation, while tourism is not a producer in this field. According to preliminary estimates, the cost of the initiative tour operators in Ukraine for maintaining an on-line booking system is about 2% of the cost of services sold. Sales of entertainment and recreation tours provide about 3.3 million dollars. US annually spent money on developing, maintaining and filling in the information support system. Common directions of the use of innovative technologies in tourism are: mobile Internet, catalogs of electronic offers, on-line booking not only for retail agencies, but also directly for clients. Further development of innovation activity is the development of new ideas for promotion of tourist product, development of new tourist routes, availability of information to the consumer, software, etc.

Crisis situations arise at different stages of the life cycle of the economic system. Without professionally trained employees, it will be difficult for the company to achieve its goals and objectives. Therefore, to maintain competitiveness, enterprises need to expand innovation processes and attract staff to work. Human resources management is essential for the socio-economic system, especially in times of crisis. In this situation, the issue of retaining valuable personnel of the enterprise, as well as the necessary conditions for continuing active work, comes to the fore. Crisis situation threatens the company not only financial problems and loss their positions in the market, but also the loss qualified personnel, without which it is impossible to overcome the crisis. Retention of key employees is one of the main tasks of management at a crisis stage, and this goal can be achieved if personnel are informed in a timely manner. There is an obvious need to study the issues of anti-crisis personnel management of the enterprise. Thus, to overcome the crisis situation, it is necessary to combine all organizational structures, their complex work and interaction, since without this it is impossible to achieve a positive result. The article discusses the problems of personnel management in crisis situations, identifying the main reasons for the resistance of employees to changes, touches on the topic of the motivational component, presents a management mechanism in crisis conditions. The program of anti-crisis management of the personnel of the enterprise is proposed. The comprehensive anti-crisis program is a mechanism to ensure the stabilization of the organization and provides for the involvement of personnel in the process of getting the organization out of a difficult situation. The authors of the article used research methods such as analysis theoretical and practical research in the field of anti-crisis personnel management. Processes that today occur in the global economy, present introduction of new and progressive forms and methods of personnel management. Thus, the system of crisis management is significantly different from traditional management as management in stable conditions.

With the spread of COVID-19 on a global scale, countries need a qualitatively new approach to managing economic processes to prevent crises that could be caused by pandemics and quarantine restrictions. The practice has shown that the COVID-19 pandemic has had a devastating impact on national economies in general and has led to a crisis in many enterprises, especially in the segment of small and medium-sized businesses. Quarantine restrictions introduced to prevent the spread of COVID-19 have actualized remote employment, which requires a reboot of the personnel management system in general and its motivation system in particular. The article contains the authors’ vision of reformatting the approaches, mechanisms and management tools to motivate personnel under quarantine restrictions. The article presents the argumentation of the introduction of remote employment and flexible regimes of work schedules in the context of increasing the level of motivation during the pandemic. The article emphasizes the importance of modernization of the personnel motivation management system in the conditions of remote work. The authors emphasize that the motivation policy management is a leading determinant of optimization of personnel management in the economic downturn. Emphasis is placed on the fact that the system of tangible and intangible motivation should be adapted to the current needs of remote personnel. It turns out that the individualization of motivation management is one of the priorities of crisis management. The scientific and applied scenarios of the organization of remote work facilitating motivation of the personnel in the period of quarantine restrictions are offered. According to the results of international research, the current trends of personnel management in the global environment are outlined, and the analysis of new reward systems in Ukraine is given. The priority directions of personnel management as dominant components in the system of motivation are singled out. A chain of preconditions for the motivation crisis in the conditions of the COVID-19 pandemic spread has been developed. The proposals on modernization of tangible and intangible incentives for personnel in the conditions of coronacrisis are generalized. The principles for improving the system of tangible incentives are highlighted. The rules for introducing the system of motivation under crisis in the context of fast adaptation of the personnel to remote work conditions are presented. The tools of psychological support and the need to maintain team spirit and social cohesion are emphasized.

The article conducts a study to determine the place of marketing in crisis management of the enterprise, established the role of the main aspects of crisis marketing in modern enterprises; mastered the mechanism of marketing anti-crisis management of enterprises, the purpose of which is to form a strategy for overcoming the crisis and eliminate the consequences of crisis phenomena. In the author's sense, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and, especially, strategic, marketing, personnel. In the author's sense, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and, especially, strategic, marketing, personnel. It is recognized that marketing in crisis management is not just one of the subsystems of the enterprise, but the basis that ensures the sustainability of all its other units. Anti-crisis marketing involves the prompt change of all components of marketing in accordance with changes in the environment, which helps to maintain maximum competitiveness of the company in market conditions. In the crisis of the organization or to prevent it, the same marketing tools are used as in stable conditions, but the goals and objectives of marketing activities change, which acquire new specific features, the main of which is the marketing anti-crisis program. The anti-crisis marketing program should ensure the production and sale of such goods that are in steady demand in the market and bring the company's main profit. The mechanism of anti-crisis marketing in the enterprise as a management system involves the presence of the object (crisis phenomena) and the subject of management, the formation of targeted management processes, subsystem monitoring environment and forecasting: determination of the stage, parameters, volumes and scales of the crisis phenomenon, development, implementation and control of anti-crisis strategies, etc.), choice of means and methods of management, creation of a clear system of adjustment and feedback. The end result of marketing anti-crisis management of the enterprise is the formation and implementation of marketing anti-crisis strategy.

This article is devoted to the consideration of the issue of possibilities for the application of the project approach as a tool of the anti-crisis management system of the enterprise. The essential aspects of anti-crisis management as a separate direction of management activity at the enterprise are considered. Within the framework of the work, the main problems of the formation of effective anti-crisis management systems among domestic enterprises have been identified, which are becoming increasingly important in the context of the instability of the external environment. The content of the project approach to the implementation of management is analyzed, which consists in ensuring the structuredness, consistency and efficiency of the process of implementing certain measures of an organizational or economic nature. The main levels are highlighted within which the project approach is advisable to use, namely the methodological level, the resource level and the organizational level. The possibilities of effective integration of the project approach into the system of anti-crisis management of the enterprise have been substantiated by comparing and detailed characteristics of the basic needs of anti-crisis management, arising from the existing problems of its implementation, together with the key properties inherent in the project approach. The main groups of stakeholders interested in using the project approach in anti-crisis management of an enterprise have been identified, which include shareholders and owners, creditors, top management, personnel and consumers of the enterprise's products. The key features of the project approach in the system of anti-crisis management of an enterprise are characterized from the standpoint of potential positive impacts during its implementation in business practice, and potential constraints that can interfere with the relevant processes are analyzed. The sequence of implementation of the integration of the project approach into the system of anti-crisis management of the enterprise has been developed, includes six stages for the development, preparation, planning, implementation, control, assessment and adjustment of the corresponding process.

In order to properly prepare for a crisis, overcome and recover from it with minimal losses, a company needs to design an efficient system for developing and making managerial decisions when running a company that prevents a crisis or contributes to such managerial decisions that allow one to successfully and timely overcome crisis phenomena. The purpose of the article is to study the process of developing and making managerial decisions in anti-crisis management. The research allowed the authors to substantiate the aspects behind the development and decision-making process in a crisis situation: limited time for decision-making; limited resources; uncertainty of aspects behind managerial decision-making; psychological stress; the level of significance of individual risk perception for the person making managerial decisions in crisis; the need for decision-making skills in crisis situations and the immediate assessment of new information; flexibility in making managerial decisions; social pressure on the decision-making process in a crisis. The process of developing managerial decisions in anti-crisis management consists of three stages: identification of the situation; development of alternative scenarios for anti-crisis solutions; selection of the optimal managerial solution in anti-crisis management. This process is shown as dynamic with interaction and feedback between all stages. At the identification stage, it is important not only to use certain standards (models) for assessing the probability of bankruptcy, but also the complex, often non-standard indicators and assessment methods. The authors attach special importance to teamwork and group mentality, reaching consensus in different views at the stage of development and selection of the optimal solution. For the successful implementation of managerial decision-making process in anti-crisis management, it is advisable to use the recommendations of foreign scientists regarding the need to train personnel, improve their experience, develop active mindset and communications in companies.

The article deals with modern trends in the management of the personnel potential of the enterprise in the conditions of overcoming the systemic crisis. It is shown that today the unstable situation caused by the COVID-19 coronavirus pandemic continues around the world. Most enterprises were forced to introduce protective measures for their employees, including the transfer to a remote work format. Experience has shown that during a pandemic, businesses must ensure that recommendations to staff and management are clear, up-to-date, timely, and accurate in order to reduce panic and stress, minimize staff absenteeism, and ensure an orderly return to normal operations. The paper examines the changes taking place in enterprises in relation to employees, as well as identifies possible problems that arise when transferring staff to a remote work format in the current coronavirus pandemic. The use of the author's approach, based on the methods of scientific generalization, comparative analysis, system and situational approach, allowed us to establish that the actions taken by HR services for personnel management in the COVID-19 pandemic should be based on a number of practical measures of anti-crisis HR management. The scientific novelty of the research consists in the fact that the author, based on the conducted research, proved the need to transform HR functions into a virtual format. The practical significance of the work done is that it can serve as a basis for further scientific research in the field of crisis management of personnel in conditions associated with biological threats.

In the article discusses the essence of the concept of “anti-crisis management”, describes the terms “competency” and “competence”. The main groups of key competencies that a specialist should possess are considered. The results of studies are presented, which indicate that for many citizens of both Ukraine and Poland, advanced digital technology is now an important element of functioning both in professional and in private life. The concept of “digital competency” is characterized and it is established that the new edition of the key competencies for lifelong learning - recommendation 2018/0008 (NLE) of the European Parliament and the Council (EU), like the previous one, contains digital competence. It is noted that the dissemination of new technologies among society and the full use of their capabilities is impossible without the constant build-up of digital competence, and the formation and development of digital competence among potential and working personnel provides for their approximation and adaptation to world practice. The main provisions of the Concept for the development of the digital economy and society of Ukraine for 2018-2020 are given.

In the article discusses the essence of the concept of “anti-crisis management”, describes the terms “competency” and “competence”. The main groups of key competencies that a specialist should possess are considered. The results of studies are presented, which indicate that for many citizens of both Ukraine and Poland, advanced digital technology is now an important element of functioning both in professional and in private life. The concept of “digital competency” is characterized and it is established that the new edition of the key competencies for lifelong learning - recommendation 2018/0008 (NLE) of the European Parliament and the Council (EU), like the previous one, contains digital competence. It is noted that the dissemination of new technologies among society and the full use of their capabilities is impossible without the constant build-up of digital competence, and the formation and development of digital competence among potential and working personnel provides for their approximation and adaptation to world practice. The main provisions of the Concept for the development of the digital economy and society of Ukraine for 2018-2020 are given.

At the beginning of the study, the essence of the situational approach to adjusting the strategy of the motor transport enterprise is described and it is emphasized that it consists in the fact that management functions are performed differently in specific situations. The author determines the expediency of the mobility of planning of the motor transport enterprise in the conditions of unstable economic space. The emphasis is placed on the content of the concept of «situational management», which is a tool for minimizing risks. The interrelation of strategic and situational management of a motor transport enterprise is described. Peculiarities of situational adjustment at different stages of the strategy of activity are revealed. The author stressed the importance of a creative approach to situational management. The peculiarities of the influence of motor transport enterprise management technologies on the future prospects of enterprise development are analyzed. The predominance of situational management in the system of anti-crisis personnel policy is noted. The fundamental principles of adjusting the dynamic planning of the enterprise are described. The research methods used are the search of the available methodological and scientific literature with analysis of the found material, elucidation of causal relationships, systematization and analysis of documentation and results of researchers on the problem of the study. Theoretical and practical value of the work lies in the availability of theoretical material on the study, eliminated among other things in the process of finding information on the topic, and in the systematization of the material of the research direction. The conducted research has a deeper degree of analysis of the research direction, based on previous research of scientists, authors of dissertations and researchers of the research direction. It is established that the application of dynamic planning involves situational adjustment, which is reflected in the minimization of stable expenses, taking into account the current situation in the current period. The growth of the success of motor transport enterprises in the economic crisis leads to the formation and implementation of strategic planning.

The paper is devoted to the research of the role of human as the basis of human potential of the country on basis by the disclosuring of the concepts of human potential and analysis of the human development index, human capital index and the Global Competitiveness Index of Ukraine and the European Union. The expediency and necessity of digitalization of the state processes, the electronic document management system (EDMS), the electronic interaction with citizens and the electronic services are substantiated. Today in Ukraine the European integration acquires a qualitatively new meaning. This is due to the complex socio-economic and political processes, which are associated with the Ukraine’s chosen European vector of development, which in the perspective will help improve the socio-economic situation of society. The human potential is the broadest socio-economic category which characterizes the human participation in social processes. Human potential determines not only the country’s desire to ensure the future existence of creative, the qualified personnel, but also significantly affects on the expanded social renewal in terms of demographic, economic, social and spiritual life. Accordingly, in the digital economy, human resources should be given priority attention on the all levels of government. The development of human potential is influenced by the large number of factors (demo- graphic, investment, natural, housing, social, technical and technological, labour, economic, educational and innovative). One of the most recognized and widespread indicators in the world practice that assess the state, problems and level of human potential are such key indicators as: human development index, human capital index, the global competitiveness index. These indicators allow reflecting the impact on human potential of all these factors and show Ukraine in the ranking of countries of the world. The economic crises have affected on the Human Development Index (HDI) not only on Ukraine, but also on the European countries. In fact, over the ten-year period, the HDI rate for the European countries has deteriorated significantly, but with given the negative economic phenomena of 2017 and 2018, it still had some positive changes as of early 2020. At the same time, the small post-Soviet and now the European countries have significantly improved this indicator by conducting the successful reforms of social sphere. The Human Capital Index (HCI) shows that 70% of the national wealth is formed by the developed countries and only 30% of the national wealth of Ukraine. What is even worse is that while the developed countries are increasing their human capital, Ukraine is losing it. The Global Competitiveness Index (GCI) should be used by the countries, which are striving to remove the existing barriers to the economic development and competitiveness as a tool for analyzing the problematic issues in their economic policy and develop anti-crisis strategies. According to the GCI, Ukraine has improved its state, but this improvement is extremely slow, while the EU’s countries are among the TOP-fifty countries with a high level of competitiveness. Thus, during the research period, almost all indices (except HDI) have increased, however, such increasing did not provide the best position of Ukraine in the world rankings, which indicates about the need significantly much higher rates of intellectualization of the economy. The changes are quite slow. On the basis of conducted analysis, it can be stated that the level of using of human potential are not improving in the recent years. As the observations are shown, the using of human potential in Ukraine takes place in conditions of the crisis phenomena in the economy and socio-cultural contradictions in society. The reform of the economy as a whole and its individual sectors, in particular, the public sector of the economy, the electronic document management system (EDMS), the electronic interaction with citizens and services has a great influence on the improvement of the analyzed indices.

Image 1: “Oklahoma State Highway Re-imagined.” CC BY-SA 4.0 2015 by author, using Wikimedia image by Ks0stm (CC BY-SA 3 2013). Introduction This article is divided in three major parts. First a scenario, second its context, and third, an analysis. The text draws on ethnographic research on security practices in the United States among police and parts of the intelligence community from 2006 through to the beginning of 2014. Real names are used when the material is drawn from archival sources, while individuals who were interviewed during fieldwork are referred to by their position rank or title. For matters of fact not otherwise referenced, see the sources compiled on “The Complete 911 Timeline” at History Commons. First, a scenario. Oklahoma, 2001 It is 1 April 2001, in far western Oklahoma, warm beneath the late afternoon sun. Highway Patrol Trooper C.L. Parkins is about 80 kilometres from the border of Texas, watching trucks and cars speed along Interstate 40. The speed limit is around 110 kilometres per hour, and just then, his radar clocks a blue Toyota Corolla going 135 kph. The driver is not wearing a seatbelt. Trooper Parkins swung in behind the vehicle, and after a while signalled that the car should pull over. The driver was dark-haired and short; in Parkins’s memory, he spoke English without any problem. He asked the man to come sit in the patrol car while he did a series of routine checks—to see if the vehicle was stolen, if there were warrants out for his arrest, if his license was valid. Parkins said, “I visited with him a little bit but I just barely remember even having him in my car. You stop so many people that if […] you don't arrest them or anything […] you don't remember too much after a couple months” (Clay and Ellis). Nawaf Al Hazmi had a valid California driver’s license, with an address in San Diego, and the car’s registration had been legally transferred to him by his former roommate. Parkins’s inquiries to the National Crime Information Center returned no warnings, nor did anything seem odd in their interaction. So the officer wrote Al Hazmi two tickets totalling $138, one for speeding and one for failure to use a seat belt, and told him to be on his way. Al Hazmi, for his part, was crossing the country to a new apartment in a Virginia suburb of Washington, DC, and upon arrival he mailed the payment for his tickets to the county court clerk in Oklahoma. Over the next five months, he lived several places on the East Coast: going to the gym, making routine purchases, and taking a few trips that included Las Vegas and Florida. He had a couple more encounters with local law enforcement and these too were unremarkable. On 1 May 2001 he was mugged, and promptly notified the police, who documented the incident with his name and local address (Federal Bureau of Investigation, 139). At the end of June, having moved to New Jersey, he was involved in a minor traffic accident on the George Washington Bridge, and officers again recorded his real name and details of the incident. In July, Khalid Al Mihdhar, the previous owner of the car, returned from abroad, and joined Al Hazmi in New Jersey. The two were boyhood friends, and they went together to a library several times to look up travel information, and then, with Al Hazmi’s younger brother Selem, to book their final flight. On 11 September, the three boarded American Airlines flight 77 as part of the Al Qaeda team that flew the mid-sized jet into the west façade of the Pentagon. They died along with the piloting hijacker, all the passengers, and 125 people on the ground. Theirs was one of four airplanes hijacked that day, one of which was crashed by passengers, the others into significant sites of American power, by men who had been living for varying lengths of time all but unnoticed in the United States. No one thought that Trooper Parkins, or the other officers with whom the 9/11 hijackers crossed paths, should have acted differently. The Commissioner of the Oklahoma Department of Public Safety himself commented that the trooper “did the right thing” at that April traffic stop. And yet, interviewed by a local newspaper in January of 2002, Parkins mused to the reporter “it's difficult sometimes to think back and go: 'What if you had known something else?'" (Clay and Ellis). Missed Opportunities Image 2: “Hijackers Timeline (Redacted).” CC BY-SA 4.0 2015 by author, using the Federal Bureau of Investigation (FBI)’s “Working Draft Chronology of Events for Hijackers and Associates”. In fact, several of the men who would become the 9/11 hijackers were stopped for minor traffic violations. Mohamed Atta, usually pointed to as the ringleader, was given a citation in Florida that spring of 2001 for driving without a license. When he missed his court date, a bench warrant was issued (Wall Street Journal). Perhaps the warrant was not flagged properly, however, since nothing happened when he was pulled over again, for speeding. In the government inquiries that followed attack, and in the press, these brushes with the law were “missed opportunities” to thwart the 9/11 plot (Kean and Hamilton, Report 353). Among a certain set of career law enforcement personnel, particularly those active in management and police associations, these missed opportunities were fraught with a sense of personal failure. Yet, in short order, they were to become a source of professional revelation. The scenarios—Trooper Parkins and Al Hazmi, other encounters in other states, the general fact that there had been chance meetings between police officers and the hijackers—were re-imagined in the aftermath of 9/11. Those moments were returned to and reversed, so that multiple potentialities could be seen, beyond or in addition to what had taken place. The deputy director of an intelligence fusion centre told me in an interview, “it is always a local cop who saw something” and he replayed how the incidents of contact had unfolded with the men. These scenarios offered a way to recapture the past. In the uncertainty of every encounter, whether a traffic stop or questioning someone taking photos of a landmark (and potential terrorist target), was also potential. Through a process of re-imagining, police encounters with the public became part of the government’s “national intelligence” strategy. Previously a division had been marked between foreign and domestic intelligence. While the phrase “national intelligence” had long been used, notably in National Intelligence Estimates, after 9/11 it became more significant. The overall director of the US intelligence community became the Director National Intelligence, for instance, and the cohesive term marked the way that increasingly diverse institutional components, types of data and forms of action were evolving to address the collection of data and intelligence production (McConnell). In a series of working groups mobilised by members of major police professional organisations, and funded by the US Department of Justice, career officers and representatives from federal agencies produced detailed recommendations and plans for involving police in the new Information Sharing Environment. Among the plans drawn up during this period was what would eventually come to be the Nationwide Suspicious Activity Reporting Initiative, built principally around the idea of encounters such as the one between Parkins and Al Hazmi. Map 1: Map of pilot sites in the Nationwide Suspicious Activity Reporting Evaluation Environment in 2010 (courtesy of the author; no longer available online). Map 2: Map of participating sites in the Nationwide Suspicious Activity Reporting Initiative, as of 2014. In an interview, a fusion centre director who participated in this planning as well as its implementation, told me that his thought had been, “if we train state and local cops to understand pre-terrorism indicators, if we train them to be more curious, and to question more what they see,” this could feed into “a system where they could actually get that information to somebody where it matters.” In devising the reporting initiative, the working groups counter-actualised the scenarios of those encounters, and the kinds of larger plots to which they were understood to belong, in order to extract a set of concepts: categories of suspicious “activities” or “patterns of behaviour” corresponding to the phases of a terrorism event in the process of becoming (Deleuze, Negotiations). This conceptualisation of terrorism was standardised, so that it could be taught, and applied, in discerning and documenting the incidents comprising an event’s phases. In police officer training, the various suspicious behaviours were called “terrorism precursor activities” and were divided between criminal and non-criminal. “Functional Standards,” developed by the Los Angeles Police Department and then tested by the Department of Homeland Security (DHS), served to code the observed behaviours for sharing (via compatible communication protocols) up the federal hierarchy and also horizontally between states and regions. In the popular parlance of videos made for the public by local police departments and DHS, which would come to populate the internet within a few years, these categories were “signs of terrorism,” more specifically: surveillance, eliciting information, testing security, and so on. Image 3: “The Seven Signs of Terrorism (sometimes eight).” CC BY-SA 4.0 2015 by author, using materials in the public domain. If the problem of 9/11 had been that the men who would become hijackers had gone unnoticed, the basic idea of the Suspicious Activity Reporting Initiative was to create a mechanism through which the eyes and ears of everyone could contribute to their detection. In this vein, “If You See Something, Say Something™” was a campaign that originated with the New York City Metropolitan Transportation Authority, and was then licensed for use to DHS. The tips and leads such campaigns generated, together with the reports from officers on suspicious incidents that might have to do with terrorism, were coordinated in the Information Sharing Environment. Drawing on reports thus generated, the Federal Government would, in theory, communicate timely information on security threats to law enforcement so that they would be better able to discern the incidents to be reported. The cycle aimed to catch events in emergence, in a distinctively anticipatory strategy of counterterrorism (Stalcup). Re-imagination A curious fact emerges from this history, and it is key to understanding how this initiative developed. That is, there was nothing suspicious in the encounters. The soon-to-be terrorists’ licenses were up-to-date, the cars were legal, they were not nervous. Even Mohamed Atta’s warrant would have resulted in nothing more than a fine. It is not self-evident, given these facts, how a governmental technology came to be designed from these scenarios. How––if nothing seemed of immediate concern, if there had been nothing suspicious to discern––did an intelligence strategy come to be assembled around such encounters? Evidently, strident demands were made after the events of 9/11 to know, “what went wrong?” Policies were crafted and implemented according to the answers given: it was too easy to obtain identification, or to enter and stay in the country, or to buy airplane tickets and fly. But the trooper’s question, the reader will recall, was somewhat different. He had said, “It’s difficult sometimes to think back and go: ‘What if you had known something else?’” To ask “what if you had known something else?” is also to ask what else might have been. Janet Roitman shows that identifying a crisis tends to implicate precisely the question of what went wrong. Crisis, and its critique, take up history as a series of right and wrong turns, bad choices made between existing dichotomies (90): liberty-security, security-privacy, ordinary-suspicious. It is to say, what were the possibilities and how could we have selected the correct one? Such questions seek to retrospectively uncover latencies—systemic or structural, human error or a moral lapse (71)—but they ask of those latencies what false understanding of the enemy, of threat, of priorities, allowed a terrible thing to happen. “What if…?” instead turns to the virtuality hidden in history, through which missed opportunities can be re-imagined. Image 4: “The Cholmondeley Sisters and Their Swaddled Babies.” Anonymous, c. 1600-1610 (British School, 17th century); Deleuze and Parnet (150). CC BY-SA 4.0 2015 by author, using materials in the public domain. Gilles Deleuze, speaking with Claire Parnet, says, “memory is not an actual image which forms after the object has been perceived, but a virtual image coexisting with the actual perception of the object” (150). Re-imagined scenarios take up the potential of memory, so that as the trooper’s traffic stop was revisited, it also became a way of imagining what else might have been. As Immanuel Kant, among others, points out, “the productive power of imagination is […] not exactly creative, for it is not capable of producing a sense representation that was never given to our faculty of sense; one can always furnish evidence of the material of its ideas” (61). The “memory” of these encounters provided the material for re-imagining them, and thereby re-virtualising history. This was different than other governmental responses, such as examining past events in order to assess the probable risk of their repetition, or drawing on past events to imagine future scenarios, for use in exercises that identify vulnerabilities and remedy deficiencies (Anderson). Re-imagining scenarios of police-hijacker encounters through the question of “what if?” evoked what Erin Manning calls “a certain array of recognizable elastic points” (39), through which options for other movements were invented. The Suspicious Activity Reporting Initiative’s architects instrumentalised such moments as they designed new governmental entities and programs to anticipate terrorism. For each element of the encounter, an aspect of the initiative was developed: training, functional standards, a way to (hypothetically) get real-time information about threats. Suspicion was identified as a key affect, one which, if cultivated, could offer a way to effectively deal not with binary right or wrong possibilities, but with the potential which lies nestled in uncertainty. The “signs of terrorism” (that is, categories of “terrorism precursor activities”) served to maximise receptivity to encounters. Indeed, it can apparently create an oversensitivity, manifested, for example, in police surveillance of innocent people exercising their right to assemble (Madigan), or the confiscation of photographers’s equipment (Simon). “What went wrong?” and “what if?” were different interrogations of the same pre-9/11 incidents. The questions are of course intimately related. Moments where something went wrong are when one is likely to ask, what else might have been known? Moreover, what else might have been? The answers to each question informed and shaped the other, as re-imagined scenarios became the means of extracting categories of suspicious activities and patterns of behaviour that comprise the phases of an event in becoming. Conclusion The 9/11 Commission, after two years of investigation into the causes of the disastrous day, reported that “the most important failure was one of imagination” (Kean and Hamilton, Summary). The iconic images of 9/11––such as airplanes being flown into symbols of American power––already existed, in guises ranging from fictive thrillers to the infamous FBI field memo sent to headquarters on Arab men learning to fly, but not land. In 1974 there had already been an actual (failed) attempt to steal a plane and kill the president by crashing it into the White House (Kean and Hamilton, Report Ch11 n21). The threats had been imagined, as Pat O’Malley and Philip Bougen put it, but not how to govern them, and because the ways to address those threats had been not imagined, they were discounted as matters for intervention (29). O’Malley and Bougen argue that one effect of 9/11, and the general rise of incalculable insecurities, was to make it necessary for the “merely imaginable” to become governable. Images of threats from the mundane to the extreme had to be conjured, and then imagination applied again, to devise ways to render them amenable to calculation, minimisation or elimination. In the words of the 9/11 Commission, the Government must bureaucratise imagination. There is a sense in which this led to more of the same. Re-imagining the early encounters reinforced expectations for officers to do what they already do, that is, to be on the lookout for suspicious behaviours. Yet, the images of threat brought forth, in their mixing of memory and an elastic “almost,” generated their own momentum and distinctive demands. Existing capacities, such as suspicion, were re-shaped and elaborated into specific forms of security governance. The question of “what if?” and the scenarios of police-hijacker encounter were particularly potent equipment for this re-imagining of history and its re-virtualisation. References Anderson, Ben. “Preemption, Precaution, Preparedness: Anticipatory Action and Future Geographies.” Progress in Human Geography 34.6 (2010): 777-98. Clay, Nolan, and Randy Ellis. “Terrorist Ticketed Last Year on I-40.” NewsOK, 20 Jan. 2002. 25 Nov. 2014 ‹http://newsok.com/article/2779124›. Deleuze, Gilles. Negotiations. New York: Columbia UP, 1995. Deleuze, Gilles, and Claire Parnet. Dialogues II. New York: Columbia UP 2007 [1977]. 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