Introduction Towards a Theory of Disaster and Crisis Management: Transactional Theory of Persuasion, Coercion and Manipulation (TTPCM)

Crisis/disaster management cannot be fully achieved in the absence of an adequate in-depth understanding of influence. Thus, in this chapter we propose a theoretical framework centred on the role of influence in explaining, predicting and finding solutions to prevailing crises and disasters bedevilling Zimbabwe in particular and the world in general. Although notable Zimbabwe disaster and crisis literature is available, a theory of crisis/disaster management within the context of Zimbabwe has not yet been established. Informed by a critical disaster/crisis technique that was used for examining stakeholders, government authorities, activists, religious groups and political parties, the crises observed were characterised into health, political and stakeholder activism. Natural data was elicited from social media narratives. Follow-up interviews were done. The purpose of the Transactional Theory of Persuasion, Coercion and Manipulation (TTPCM) is to promote viable communication strategies for disaster and crises management. TTPCM can be used to predict and determine factors hindering crisis/disaster prevention and reduction. The tenets of the TTPCM were informed by an analysis of natural data from existing real-life contemporary situations. The proposals of this theory are that human beings are inherently transactional. This means that all human beings, at some point, strive to influence their counterparts. TTPCM asserts that disasters/crises need to be managed through persuasion. Coercion and manipulation should be avoided.