Crisis Management 1st Edition Resilience and Change

IntroductionAcknowledgmentsAbout the AuthorI • Foundation: Understanding the Basics1 • The Nature of Organizational CrisesWhat Are the Attributes of a Crisis?ThreatUrgencyAmbiguityStress and EmotionsOpportunity for GainWhat Are the Causes of Crises?Failures in the Organizational SystemThreats From an Organization’s External EnvironmentMismanagement as a Contributing CauseWhat Are the Consequences of a Crisis?What Are the Forms and Types of Crises?What Are the Phases of a Crisis?Precrisis PhaseCrisis PhasePostcrisis PhaseConclusion2 • Organizational Crises as ChangeWhy Is a Crisis a Change for Organizations?How Can Organizational Decline Cause Crises?Early Weakness, Blindness, and Inaction StageMarginal Existence and Faulty Action StageCrisis StageDeath Struggle and Dissolution Stage of the CrisisHow Can Organizational Growth Cause Crises?Creativity StageDirection StageDelegation StageCoordination StageCollaboration StageHow Do Crisis Situations Differ From Other Forms of Change?ThreatOpportunityAmbiguity and UrgencyStress and EmotionsWhat Are the Implications for Crisis Management?Conclusion3 • Transformative Crisis Management: An OverviewWhat Does It Mean to Be Transformative?What Are Some Benefits of a TCM Approach?Enhanced Performance and RelationshipsImproved Coping and Well-BeingLearning and GrowthWhat Are the Intellectual Roots of a TCM Approach?What Are the Phases of Transformative Crisis Management?Crisis PreparationCrisis ContainmentCrisis RecoveryPostcrisis GrowthWhat Are Some Critical Processes That Foster TCM?Leadership During TCMSelf-Managing During TCMCommunication During TCMLearning During TCMWhat Are Some Key Differences Between a Nontransformative Crisis Management and a TCM Approach?Crisis PreparationCrisis ContainmentPostcrisis Recovery and GrowthConclusionII • Crisis Preparedness: Building Resources4 • Transformative LeadersHow Are Leaders a Resource During TCM?Leaders Can Provide a Transformative Vision and Set DirectionLeaders Can Motivate and Inspire Transformative BehaviorsLeaders Can Organize and Facilitate Execution of the VisionLeaders Can Build a Social Network of Positive RelationshipsWhat 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 ChangeUsing Multiple Intelligences During TCMWhat Are Some Important Sources of Power?How Can Leadership Capacity for TCM Be Built?Conclusion5 • Transformative IndividualsHow Are Individuals a Resource During TCM?Transformative Individuals as BuildersTransformative Individuals as Problem SolversTransformative Individuals as Constructive DisruptorsWhat Mind-Sets and Values Are Important?Beliefs About Personal ResponsibilityBeliefs About One’s Role as a Change AgentBeliefs About Task ExcellenceBeliefs About RelationshipsBeliefs About One’s Role Relative to the LeaderIndividuals’ ValuesWhat Are Some Important Personality Traits?Resilient TraitsSome Transformative TraitsWhat Are Some Important Abilities?Task Management AbilitiesRelationship Management AbilitiesSelf-Management AbilitiesHow Can Organizations Support Transformative Individuals?Conclusion6 • Organizational Culture, Identity, and CharacterWhat Are Organizational Culture, Identity, and Character?OIOrganizational CharacterHow Are Organizational Culture, Identity, and Character Resources During TCM?Transformative Organizational Culture, Identity, and Character as ResourcesTransformative Organizational Culture, Identity, and Character as ObstaclesHow Can a Transformative Organizational Culture, Identity, and Character Be Built?Provide a Vision of a Transformative OrganizationUse Human Resource Practices and Other Innovative ProgramsContinually Communicate the VisionEncourage Mindfulness and Reflection as a PracticeConclusionTransformative Values and Traits AssessmentInterpreting Your Organization’s Transformative Values and Trait Scores7 • Positive Stakeholder Relationships and Adaptable InfrastructurePositive Stakeholder RelationshipsWhat 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 ManagementHow 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 PreparednessCreate UrgencyBuild the Guiding TeamGet the Vision RightCommunicate for Buy-InEmpower ActionCreate Short-Term WinsDon’t Let UpMake Change StickOrganizational Assessment ExerciseIII • Under Pressure: Crisis Containment, Recovery and Growth8 • Crisis Containment: Managing Crises in Positive WaysWhy Is Containing a Crisis Challenging?The Sensemaking ProcessThe Sensegiving ProcessWhat 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)ConclusionCrisis Leadership AssessmentInterpreting Your Score9 • Postcrisis Recovery: Addressing Damage, Deriving Positive OutcomesWhat Are Some Areas of Damage That May Need to Be Addressed?Damage to OperationsPhysical DamagePsychosocial DamageWhat Are Some Positive Outcomes That Can Be Attained?How Can Leaders Repair Operational and Physical Damage?How Can Psychosocial Damage Be Healed During Recovery?Individual Coping StrategiesStrategies for Internal Organizational HealingRepairing External RelationshipsHow Can Leaders Effectively Facilitate Postcrisis Recovery?Create UrgencyBuild the Guiding TeamCreate a VisionCommunicate for Buy-InEmpower ActionCommunicate Short-Term WinsDon’t Let UpMake Change StickConclusion10 • Postcrisis Growth: Fixing, Rebuilding, RenewingWhat Is Postcrisis Growth?Cognitive GrowthEmotional GrowthSocial GrowthEconomic GrowthMoral GrowthSystem Component Capacity GrowthCrisis Management ResourcesHow Can Leaders Facilitate Learning During Postcrisis Growth?Opportunities for Learning During Postcrisis GrowthForms of Learning During Postcrisis GrowthThe Window of Opportunity for LearningHow Can Leaders Fix Problems and Rebuild Resources During Postcrisis Growth?Fix Problems in Organizational ComponentsRebuild Crisis Management ResourcesHow Can Leaders Foster Renewal and Vitality During Postcrisis Growth?Postcrisis Individual Renewal and GrowthOrganizational RenewalWhat Steps Can Leaders Take to Facilitate Postcrisis Growth?Capitalize on UrgencyBuild the Guiding TeamCreate a VisionCommunicate for Buy-InEmpower ActionCommunicate Short-Term WinsDon’t Let UpMake Change StickConclusionOrganizational Postcrisis Growth AssessmentInterpreting Your ScoreIndex