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              <p>How does crisis preparedness fit within the everyday operations of those organizations exposed to the possibility of a serious and potentially destabilizing situation? This study of crisis management simulation exercises in the French civilian nuclear industry sheds light on the process by which crisis management has become bureaucratized within these organizations and as a consequence, crises normalized. In particular, it argues that strategies for excluding “uncomfortable knowledge” have converged in producing an orderly and pacified vision of crises. This in turn sheds additional light on the regulation of complex organized systems.</p>
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              <p>Comment l’organisation de la gestion de crise s’inscrit-elle dans la continuité du fonctionnement ordinaire des organisations concernées par l’éventualité d’une situation grave et potentiellement déstabilisatrice ? L’étude des exercices nationaux de gestion de crise dans la filière nucléaire civile française met au jour le processus de bureaucratisation de la gestion de crise à l’œuvre dans ces organisations et le phénomène de normalisation de la crise qui en résulte. Il s’avère notamment que les stratégies de mise à l’écart de « savoirs dérangeants » concourent à produire une vision ordonnée et pacifiée de la crise qui font de l’organisation de la gestion de crise une modalité de régulation supplémentaire dans des systèmes organisés complexes.</p>
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