Crisis Management 1st Edition Resilience and Change

Quản lý khủng hoảng
Khả năng phục hồi và thay đổi
Các cuộc khủng hoảng tổ chức hiện đại rất phức tạp, đa dạng và thường xuyên. Quản lý khủng hoảng không hiệu quả có thể dẫn đến tổn thất thảm khốc. Quản lý Khủng hoảng: Khả năng phục hồi và Thay đổi giới thiệu cho sinh viên những phương pháp thực hành tốt nhất để ngăn chặn, ngăn chặn và học hỏi từ các cuộc khủng hoảng trong xã hội toàn cầu, được định hướng bởi truyền thông của chúng ta. Trong khi đề cập đến những điểm mạnh của các công trình hiện có về quản lý khủng hoảng, chẳng hạn như hệ thống, khả năng lãnh đạo, truyền thông và quan điểm của các bên liên quan, văn bản mới mang tính đổi mới này còn vượt xa việc bao gồm các khía cạnh toàn cầu, đạo đức, thay đổi và cảm xúc của truyền thông khủng hoảng. Sử dụng khuôn khổ quản lý khủng hoảng mang tính chuyển đổi đã được chứng minh của mình, Sarah Kovoor-Misra minh họa cách các tổ chức thuộc mọi quy mô có thể thích ứng, chủ động, kiên cường và có đạo đức khi đối mặt với thiên tai.

Introduction
Acknowledgments
About the Author
I • Foundation: Understanding the Basics
1 • The Nature of Organizational Crises
What Are the Attributes of a Crisis?
Threat
Urgency
Ambiguity
Stress and Emotions
Opportunity for Gain
What Are the Causes of Crises?
Failures in the Organizational System
Threats From an Organization’s External Environment
Mismanagement as a Contributing Cause
What Are the Consequences of a Crisis?
What Are the Forms and Types of Crises?
What Are the Phases of a Crisis?
Precrisis Phase
Crisis Phase
Postcrisis Phase
Conclusion
2 • Organizational Crises as Change
Why Is a Crisis a Change for Organizations?
How Can Organizational Decline Cause Crises?
Early Weakness, Blindness, and Inaction Stage
Marginal Existence and Faulty Action Stage
Crisis Stage
Death Struggle and Dissolution Stage of the Crisis
How Can Organizational Growth Cause Crises?
Creativity Stage
Direction Stage
Delegation Stage
Coordination Stage
Collaboration Stage
How Do Crisis Situations Differ From Other Forms of Change?
Threat
Opportunity
Ambiguity and Urgency
Stress and Emotions
What Are the Implications for Crisis Management?
Conclusion
3 • Transformative Crisis Management: An Overview
What Does It Mean to Be Transformative?
What Are Some Benefits of a TCM Approach?
Enhanced Performance and Relationships
Improved Coping and Well-Being
Learning and Growth
What Are the Intellectual Roots of a TCM Approach?
What Are the Phases of Transformative Crisis Management?
Crisis Preparation
Crisis Containment
Crisis Recovery
Postcrisis Growth
What Are Some Critical Processes That Foster TCM?
Leadership During TCM
Self-Managing During TCM
Communication During TCM
Learning During TCM
What Are Some Key Differences Between a Nontransformative Crisis Management and a TCM Approach?
Crisis Preparation
Crisis Containment
Postcrisis Recovery and Growth
Conclusion
II • Crisis Preparedness: Building Resources
4 • Transformative Leaders
How Are Leaders a Resource During TCM?
Leaders Can Provide a Transformative Vision and Set Direction
Leaders Can Motivate and Inspire Transformative Behaviors
Leaders Can Organize and Facilitate Execution of the Vision
Leaders Can Build a Social Network of Positive Relationships
What Is a Transformative Mind-Set?
What Are Some Important Transformative Values?
What Are Some Important Leadership Traits?
What Are Some Important Leadership Abilities?
Ability to Lead Change
Using Multiple Intelligences During TCM
What Are Some Important Sources of Power?
How Can Leadership Capacity for TCM Be Built?
Conclusion
5 • Transformative Inpiduals
How Are Inpiduals a Resource During TCM?
Transformative Inpiduals as Builders
Transformative Inpiduals as Problem Solvers
Transformative Inpiduals as Constructive Disruptors
What Mind-Sets and Values Are Important?
Beliefs About Personal Responsibility
Beliefs About One’s Role as a Change Agent
Beliefs About Task Excellence
Beliefs About Relationships
Beliefs About One’s Role Relative to the Leader
Inpiduals’ Values
What Are Some Important Personality Traits?
Resilient Traits
Some Transformative Traits
What Are Some Important Abilities?
Task Management Abilities
Relationship Management Abilities
Self-Management Abilities
How Can Organizations Support Transformative Inpiduals?
Conclusion
6 • Organizational Culture, Identity, and Character
What Are Organizational Culture, Identity, and Character?
OI
Organizational Character
How Are Organizational Culture, Identity, and Character Resources During TCM?
Transformative Organizational Culture, Identity, and Character as Resources
Transformative Organizational Culture, Identity, and Character as Obstacles
How Can a Transformative Organizational Culture, Identity, and Character Be Built?
Provide a Vision of a Transformative Organization
Use Human Resource Practices and Other Innovative Programs
Continually Communicate the Vision
Encourage Mindfulness and Reflection as a Practice
Conclusion
Transformative Values and Traits Assessment
Interpreting Your Organization’s Transformative Values and Trait Scores
7 • Positive Stakeholder Relationships and Adaptable Infrastructure
Positive Stakeholder Relationships
What Is a Positive Stakeholder Relationship?
How Are Positive Stakeholder Relationships a Resource?
How Can Leaders Identify Their Organizations’ Key Stakeholders?
Adaptable Infrastructure as a Resource During Crisis Management
How Can Organizations Create a Crisis Management Structure?
How Can Crisis Management Teams Be Formed and Built?
How Can Leaders Identify Potential Crises?
How Can Leaders Develop a Portfolio of Crisis Management Plans?
How Can Organizations Test Their Crisis Management Plans?
Concluding Crisis Preparedness
Create Urgency
Build the Guiding Team
Get the Vision Right
Communicate for Buy-In
Empower Action
Create Short-Term Wins
Don’t Let Up
Make Change Stick
Organizational Assessment Exercise
III • Under Pressure: Crisis Containment, Recovery and Growth
8 • Crisis Containment: Managing Crises in Positive Ways
Why Is Containing a Crisis Challenging?
The Sensemaking Process
The Sensegiving Process
What Is Effective Crisis Containment?
What Are the Stages of Crisis Containment?
How Can Leaders Effectively Contain a Crisis?
Stage 1: Crisis Onset (High Intensity)
Stage 2: Crisis Stabilized (Moderate Crisis Intensity)
Stage 3: Crisis Resolution (Low Crisis Intensity)
Conclusion
Crisis Leadership Assessment
Interpreting Your Score
9 • Postcrisis Recovery: Addressing Damage, Deriving Positive Outcomes
What Are Some Areas of Damage That May Need to Be Addressed?
Damage to Operations
Physical Damage
Psychosocial Damage
What Are Some Positive Outcomes That Can Be Attained?
How Can Leaders Repair Operational and Physical Damage?
How Can Psychosocial Damage Be Healed During Recovery?
Inpidual Coping Strategies
Strategies for Internal Organizational Healing
Repairing External Relationships
How Can Leaders Effectively Facilitate Postcrisis Recovery?
Create Urgency
Build the Guiding Team
Create a Vision
Communicate for Buy-In
Empower Action
Communicate Short-Term Wins
Don’t Let Up
Make Change Stick
Conclusion
10 • Postcrisis Growth: Fixing, Rebuilding, Renewing
What Is Postcrisis Growth?
Cognitive Growth
Emotional Growth
Social Growth
Economic Growth
Moral Growth
System Component Capacity Growth
Crisis Management Resources
How Can Leaders Facilitate Learning During Postcrisis Growth?
Opportunities for Learning During Postcrisis Growth
Forms of Learning During Postcrisis Growth
The Window of Opportunity for Learning
How Can Leaders Fix Problems and Rebuild Resources During Postcrisis Growth?
Fix Problems in Organizational Components
Rebuild Crisis Management Resources
How Can Leaders Foster Renewal and Vitality During Postcrisis Growth?
Postcrisis Inpidual Renewal and Growth
Organizational Renewal
What Steps Can Leaders Take to Facilitate Postcrisis Growth?
Capitalize on Urgency
Build the Guiding Team
Create a Vision
Communicate for Buy-In
Empower Action
Communicate Short-Term Wins
Don’t Let Up
Make Change Stick
Conclusion
Organizational Postcrisis Growth Assessment
Interpreting Your Score
Index