A crisis has often been defined as an event that has three distinct features: it threatens a high priority value of the organization; it presents a restricted amount of time in which a response can be made; and it is unexpected or unanticipated by the impacted organization. The attributes of successful crisis management are changing. Historically, a crisis is, by definition, an unusual event. Though unusual in the sense they challenge leadership and management skills, can they actually be considered random or rare anymore? While the nature of the risk can take many forms – a natural disaster, an act of terrorism, a public health incident, violent insurrection, or in cyberspace - this class will focus on the connective tissue that links different crises and what we can learn from their commonalities, rather than viewing each as distinct and unique. By taking an "all or any" hazards approach to learning about crisis management, we will examine how leaders and institutions respond to these unfolding crises and how that sets the stage for how, ultimately, the public, clients, customers, the international community and the media respond. To understand crisis response takes more than skills in communication or incident command; it takes an understanding of the complex political, regulatory, and legal regime that govern the incident and the skills to manage these different and sometimes conflicting concerns. The law, politics, and policy - as much as management - all empower and hinder our capability to respond.