Crisis response and change orientation models SMART Leadership Consulting By: Daryl Horney

1. May 28, 2014
Daryl Horney
SMART Leadership Consulting
Crisis response and change orientation models
In regards to crisis response Paraskevas (2006) introduces crisis management
or crisis preparedness (my italics) through the complexity theory lens. The
author views crisis response as a complex system involving many actors who
play a role in an organization. These actors are able to change and learn in
order to prevent crisis from happening.
In his journal, Paraskevas (2006) uses a hotel chain as a case study for crisis
response. In 2003 this hotel chain responded to a food-poising crisis. The hotel
chain did have a crisis management (CMP) plan, however the plan did not
include or foresee certain challenges, such as their reputation being bruised
by the media and with tour operators (Paraskevas, 2006). In hindsight the
CEO claimed that the major hurdle was the deployment of their CMP.
Complexity theory connects disorder to order and in the hotel chain study
there was no connectedness that otherwise would have prevented the hotel
from a tarnished reputation (Geyer, 2004).
Pearson & Clair (1998) believe that crisis can be managed by using a systems
approach. The authors provide a framework and definitions that put crisis
management into perspective. Their model reflects on Socio-political,
psychological, and technological conventions (Pearson & Clair, 1998).
Through their research, I believe their main goal is to provide literature,
definitions, and evaluation into the field of management for scholars and
academics to view crisis management in different viewpoints.

2. In summary, Pearson & Clair (1998) articulates organizations have to adapt
and implement models of crisis management in their schemes in order to
survive. Without the use of crisis management models leaders will not be able
to foresee or deal with a crisis when it comes.
Using McConnell & Drennan (2006) journal, “Mission impossible?
Planning and preparing for crisis” Is an organization crisis prone or
prepared?
McConnell & Drennan (2006) describe how crisis planning is the ultimate
doctrine to prevent an organization from internal or external threats that may
be the demise of an organization. The authors do recognize a crisis is a low
probability event, however they argue crisis planning is indispensable and
those without a crisis prevention plan are prone to failure while those with a
plan are most likely to rise from a crisis.
I can understand and agree that organizations, whether private or public
should have a crisis management plan. I believe it is easier for bigger
companies to create and implement a crisis management plan because of their
surplus, however the authors do not attempt or reflect that the majority of
businesses or non-profits do not have the available funds to have a contingent
plan. In effect, I think their ideas and recommendations are already
established in crisis academics and that they do not offer anything relatively
new to the field.
Response versus preparation impact learning from failures
Weick (1988) illustrates how enacted sense making is vital in a crisis situation.
Enacted sense making is a concept that involves information processing.
Weick argues that in order to understand a situation you have to be a part of
it or an actor involved. When a crisis arises not everyone knows exactly what
to do. Some decisions may be negative actually adding fuel to the fire, but it is
the premonition that people have to learn from their actions. Weick states that
people cannot blame technology or other influences that may create a crisis;
rather it is the ideology of enactment that is important to help prevent and
manage a crisis.
Carmeli & Schaubroeck, (2008) describe the importance of learning from
failures. One organizations failure should be another organization blessing.
Considering that we have the potential to learn from our mistakes, Carmeli &
Schaubroeck, (2008) argue crisis can be prevented and new behaviors can be
learned.
The authors study involved 30 managers taking part in a training program
that focused with them participating in a survey. This survey concentrated
on, “learning from failures, organizational performance, size, age and
technological risk.” (Carmeli & Schaubroeck, 2008). The study concluded,

3. managers and CEO’s who learned from other people’s failures were least
likely to repeat them. In essence, we must learn from our mistakes and not
repeat them. This in effect will allow an organization to be best prepared if a
crisis does occur.
Conclusion
I highly enjoyed the readings, especially Weick’s (1998) paper, “Enacted
sensemaking in crisis situations.” A crisis is a low probability event and many
organizations may never face a crisis. I would like to do more personal
research and find out what organizations; especially those with little money
can do to create a crisis management plan. Many nonprofits do not have the
funds to hire an outside consultant nor do they have the appropriate
education or resources to create it themselves. I believe whether the
organization is big or small they should all take an opportunity to explore the
necessities of a crisis management plan. I am sure many of them do, however
I do not see the smaller organizations implementing such a plan. Perhaps
from an advocacy view I think smaller organizations have to be aware of the
importance of having a contingency plan.
Reference
Carmeli, A. & Schaubroeck, J. (2008) ‘Organisational crisis-preparedness: The importance of
learning from failures’, Long Range Planning: International Journal of Strategic Management, 41
(2), pp.177–196. Available
from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?genre=article&isbn=&issn=
00246301&title=Long+Range+Planning&volume=41&issue=2&date=20080401&atitle=Organi
sational+Crisis-
Preparedness%3a+The+Importance+of+Learning+from+Failures&aulast=Carmeli%2c+A.&s
page=177&sid=EBSCO:ScienceDirect&pid
Pearson, C.M. & Clair, J.A. (1998) ‘Reframing crisis management’, Academy of Management
Review,23 (1), pp.59–76. Available
from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=Academy+of+Manage
ment+review&volume=23&issue=1&spage=59&date=1998
Paraskevas, A. (2006) ‘Crisis management or crisis response system?: A complexity science
approach to organizational crises’, Management Decision, 44 (7), pp.892–907. Available from:
http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=Management+Decision&vol
ume=44&issue=7&spage=892&date=2006
McConnell, A. & Drennan, L. (2006) ‘Mission impossible? Planning and preparing for
crisis‘, Journal of Contingencies & Crisis Management, 14 (2), pp.59–70. Available from:
http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=Journal+of+Contingencies+
%26+Crisis+Management&volume=14&issue=2&spage=59&date=2006

4. Geyer, R. (2004) Europeanisation, Complexity , and the British Welfare State *. Celestial
Mechanics, pp.1-44. Available from: http://aei.pitt.edu/1719/1/Geyer.pdf
Weick, K.E. (1988) ‘Enacted sensemaking in crisis situations’, Journal of Management Studies, 25
(4), pp.305–317. Available from:
http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=Journal+of+Management+St
udies&volume=25&issue=4&spage=305&date=1988