Successfully Managing Emergency Operations in a Distributed EnvironmentMissionMode
Many organizations treat a crisis as a series of tactical issues affecting operational silos, rather than reviewing the needs of the crisis response at the organizational and strategic level.
Trying to fit a crisis response into existing organizational boundaries and operations can be like hammering a square peg into a round hole. Organizations need a strategic view of crisis management that encompasses the whole enterprise.
The authors of this white paper examine how to create that strategic view while reducing threats and deriving value from the distributed nature of the organization.
Topics include:
• Selling the program
• Organizing the structure
• Program Flexibility
• Making a Crisis Mundane
Successfully Managing Emergency Operations in a Distributed EnvironmentMissionMode
Many organizations treat a crisis as a series of tactical issues affecting operational silos, rather than reviewing the needs of the crisis response at the organizational and strategic level.
Trying to fit a crisis response into existing organizational boundaries and operations can be like hammering a square peg into a round hole. Organizations need a strategic view of crisis management that encompasses the whole enterprise.
The authors of this white paper examine how to create that strategic view while reducing threats and deriving value from the distributed nature of the organization.
Topics include:
• Selling the program
• Organizing the structure
• Program Flexibility
• Making a Crisis Mundane
Crisis Management and Communications by W. Timothy Coombs, P.docxfaithxdunce63732
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
Crisis management and The Art of Problem SolvingTANKO AHMED fwc
The knowledge and skill for crisis management is imperative to all individuals, groups or agencies, particularly to the youth in a crises-ridden time and space like Nigeria. This paper attempts to describe the meaning and understanding of crisis management to a group of educated, smart and active young people in the pursuit of in leadership and professional competence. Models and theories associated with crisis management are employed to outline strategies for problem-solving in crisis management. The way forward calls for a clear and active role for youth in crisis management. It is recommended for youth, to actively engage in seeking for knowledge and skills, including clear thinking on what to do in times of crisis.
Are Organizations Ready for CrisisA Managerial Scorecard.docxjustine1simpson78276
Are Organizations Ready for Crisis?
A Managerial Scorecard
Anne H. Reilly
This exploratory study sought to develop and test a new
construct, "crisis readiness," and to examine the relation-
ship of organization size, prior experience with crisis,
and managers' job level with crisis readiness. A survey
methodology was used to measure managers' perceptions
of their organizations' levels of readiness for crisis. In
the sample of managers surveyed, the seventy.^nine
respondents reported on average slight agreement that
their organizations were ready for crisis, although they
disagreed on average that they were well-informed about
their organizations' crisis management repertoires. The
study found strong support for the hypothesis that in-
creasing size is associated with increasing crisis readiness,
and partial support for the hypotheses that prior experi-
ence with crisis and higher job levels are associated with
higher crisis readiness scores. The implications of these
results are discussed, together with some suggestions for
organizations concerned with increasing their readiness
for crisis.
AS THE BUSINESS environment gets
more complex, so do the crises ex-
perienced by organizations. The ex-
amples of Tylenol, Challenger, and
Bhopal illustrate that major crises not
only affect the organization involved,
Anne H. Reilly is a doctoral candidate in
the Department of Organization Behavior,
Kellogg Graduate School of Management,
Northwestern University, and a former
commercial banker. Her primary research
interests are organizational crisis, strategy,
and change. She is presently at work on
her dissertation, which focuses on strategic
preparation for better crisis management in
the banking industry.
The author gratefully acknowledges helpful
comments by Robert Duncan, Denise Rous-
seau, Larry Cummings, and Robert Dewar
on an earlier version of thispaper.
SPRING 1987
but also have significant repercussions
throughout the community, the in-
dustry, and sometimes the world.
Crisis management is becoming an
increasingly important issue as man-
agers seek ways to cope effectively
with these high-magnitude threaten-
ing events.
To date, most of the organizational
behavior research on crisis has focused
on case studies of specific crisis
events, frequently political crises (Her-
mann, 1972; Allison, 1971; Starbuck,
Greve & Hedberg, 1978). The study
described in this paper uses a different
unit of analysis. Instead of con-
centrating on particular events, this
study addresses the general issue of
crisis readiness in organizations. The
study surveys individual managers
about their perceptions of .their firms'
readiness for crises. Managers are
an important component of an or-
ganization's readiness for crisis be-
cause managers are critical actors in
any organizational change situation
(Tushman & Romanelli, 1985; Ham-
brick & Mason, 1984).
This empirical study had several
goals. First, .this study proposed a
new construct, "crisis readiness," and.
STRATEGIC PLANNINGManaging Risks A NewFrameworkby Rob.docxsusanschei
STRATEGIC PLANNING
Managing Risks: A New
Framework
by Robert S. Kaplan and Anette Mikes
FROM THE JUNE 2012 ISSUE
W
Editors’ Note: Since this issue of HBR went to press, JP Morgan, whose risk management practices are
highlighted in this article, revealed significant trading losses at one of its units. The authors provide
their commentary on this turn of events in their contribution to HBR’s Insight Center on Managing
Risky Behavior.
hen Tony Hayward became CEO of BP, in 2007, he vowed to make safety his top
priority. Among the new rules he instituted were the requirements that all
employees use lids on coffee cups while walking and refrain from texting while
driving. Three years later, on Hayward’s watch, the Deepwater Horizon oil rig exploded in the Gulf
of Mexico, causing one of the worst man-made disasters in history. A U.S. investigation commission
attributed the disaster to management failures that crippled “the ability of individuals involved to
identify the risks they faced and to properly evaluate, communicate, and address them.” Hayward’s
story reflects a common problem. Despite all the rhetoric and money invested in it, risk
management is too often treated as a compliance issue that can be solved by drawing up lots of rules
and making sure that all employees follow them. Many such rules, of course, are sensible and do
reduce some risks that could severely damage a company. But rules-based risk management will not
diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did
not prevent the failure of many financial institutions during the 2007–2008 credit crisis.
Identifying and Managing
Preventable Risks
In this article, we present a new categorization of risk that allows executives to tell which risks can
be managed through a rules-based model and which require alternative approaches. We examine
the individual and organizational challenges inherent in generating open, constructive discussions
about managing the risks related to strategic choices and argue that companies need to anchor these
discussions in their strategy formulation and implementation processes. We conclude by looking at
how organizations can identify and prepare for nonpreventable risks that arise externally to their
strategy and operations.
Managing Risk: Rules or Dialogue?
The first step in creating an effective risk-management system is to understand the qualitative
distinctions among the types of risks that organizations face. Our field research shows that risks fall
into one of three categories. Risk events from any category can be fatal to a company’s strategy and
even to its survival.
Category I: Preventable risks.
These are internal risks, arising from within the organization, that are controllable and ought to be
eliminated or avoided. Examples are the risks from employees’ and managers’ unauthorized, illegal,
unethical, incorrect, or inappropriate actions and the risks from br.
The incorporation of sustainability risks into the risk culture | Albert Vila...Albert Vilariño
Post published on Medium on 3/3/17.
https://medium.com/@albert.vilarino/the-incorporation-of-sustainability-risks-into-the-risk-culture-b18aa1e39add#.cd2l4nh2x
Disaster preparedness is a very vital aspect of any organization or even an individual in any community (Academic Papers on Porter’s Strategy, n.d.). According to Homeland Security Exercise and Evaluation Program (HSEEP), its major objective is provision of guiding principles that have a common response in addressing programs management, evaluation, improving planning, designing and planning of mitigation measures
Crisis Management and Communications by W. Timothy Coombs, P.docxfaithxdunce63732
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
Crisis management and The Art of Problem SolvingTANKO AHMED fwc
The knowledge and skill for crisis management is imperative to all individuals, groups or agencies, particularly to the youth in a crises-ridden time and space like Nigeria. This paper attempts to describe the meaning and understanding of crisis management to a group of educated, smart and active young people in the pursuit of in leadership and professional competence. Models and theories associated with crisis management are employed to outline strategies for problem-solving in crisis management. The way forward calls for a clear and active role for youth in crisis management. It is recommended for youth, to actively engage in seeking for knowledge and skills, including clear thinking on what to do in times of crisis.
Are Organizations Ready for CrisisA Managerial Scorecard.docxjustine1simpson78276
Are Organizations Ready for Crisis?
A Managerial Scorecard
Anne H. Reilly
This exploratory study sought to develop and test a new
construct, "crisis readiness," and to examine the relation-
ship of organization size, prior experience with crisis,
and managers' job level with crisis readiness. A survey
methodology was used to measure managers' perceptions
of their organizations' levels of readiness for crisis. In
the sample of managers surveyed, the seventy.^nine
respondents reported on average slight agreement that
their organizations were ready for crisis, although they
disagreed on average that they were well-informed about
their organizations' crisis management repertoires. The
study found strong support for the hypothesis that in-
creasing size is associated with increasing crisis readiness,
and partial support for the hypotheses that prior experi-
ence with crisis and higher job levels are associated with
higher crisis readiness scores. The implications of these
results are discussed, together with some suggestions for
organizations concerned with increasing their readiness
for crisis.
AS THE BUSINESS environment gets
more complex, so do the crises ex-
perienced by organizations. The ex-
amples of Tylenol, Challenger, and
Bhopal illustrate that major crises not
only affect the organization involved,
Anne H. Reilly is a doctoral candidate in
the Department of Organization Behavior,
Kellogg Graduate School of Management,
Northwestern University, and a former
commercial banker. Her primary research
interests are organizational crisis, strategy,
and change. She is presently at work on
her dissertation, which focuses on strategic
preparation for better crisis management in
the banking industry.
The author gratefully acknowledges helpful
comments by Robert Duncan, Denise Rous-
seau, Larry Cummings, and Robert Dewar
on an earlier version of thispaper.
SPRING 1987
but also have significant repercussions
throughout the community, the in-
dustry, and sometimes the world.
Crisis management is becoming an
increasingly important issue as man-
agers seek ways to cope effectively
with these high-magnitude threaten-
ing events.
To date, most of the organizational
behavior research on crisis has focused
on case studies of specific crisis
events, frequently political crises (Her-
mann, 1972; Allison, 1971; Starbuck,
Greve & Hedberg, 1978). The study
described in this paper uses a different
unit of analysis. Instead of con-
centrating on particular events, this
study addresses the general issue of
crisis readiness in organizations. The
study surveys individual managers
about their perceptions of .their firms'
readiness for crises. Managers are
an important component of an or-
ganization's readiness for crisis be-
cause managers are critical actors in
any organizational change situation
(Tushman & Romanelli, 1985; Ham-
brick & Mason, 1984).
This empirical study had several
goals. First, .this study proposed a
new construct, "crisis readiness," and.
STRATEGIC PLANNINGManaging Risks A NewFrameworkby Rob.docxsusanschei
STRATEGIC PLANNING
Managing Risks: A New
Framework
by Robert S. Kaplan and Anette Mikes
FROM THE JUNE 2012 ISSUE
W
Editors’ Note: Since this issue of HBR went to press, JP Morgan, whose risk management practices are
highlighted in this article, revealed significant trading losses at one of its units. The authors provide
their commentary on this turn of events in their contribution to HBR’s Insight Center on Managing
Risky Behavior.
hen Tony Hayward became CEO of BP, in 2007, he vowed to make safety his top
priority. Among the new rules he instituted were the requirements that all
employees use lids on coffee cups while walking and refrain from texting while
driving. Three years later, on Hayward’s watch, the Deepwater Horizon oil rig exploded in the Gulf
of Mexico, causing one of the worst man-made disasters in history. A U.S. investigation commission
attributed the disaster to management failures that crippled “the ability of individuals involved to
identify the risks they faced and to properly evaluate, communicate, and address them.” Hayward’s
story reflects a common problem. Despite all the rhetoric and money invested in it, risk
management is too often treated as a compliance issue that can be solved by drawing up lots of rules
and making sure that all employees follow them. Many such rules, of course, are sensible and do
reduce some risks that could severely damage a company. But rules-based risk management will not
diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did
not prevent the failure of many financial institutions during the 2007–2008 credit crisis.
Identifying and Managing
Preventable Risks
In this article, we present a new categorization of risk that allows executives to tell which risks can
be managed through a rules-based model and which require alternative approaches. We examine
the individual and organizational challenges inherent in generating open, constructive discussions
about managing the risks related to strategic choices and argue that companies need to anchor these
discussions in their strategy formulation and implementation processes. We conclude by looking at
how organizations can identify and prepare for nonpreventable risks that arise externally to their
strategy and operations.
Managing Risk: Rules or Dialogue?
The first step in creating an effective risk-management system is to understand the qualitative
distinctions among the types of risks that organizations face. Our field research shows that risks fall
into one of three categories. Risk events from any category can be fatal to a company’s strategy and
even to its survival.
Category I: Preventable risks.
These are internal risks, arising from within the organization, that are controllable and ought to be
eliminated or avoided. Examples are the risks from employees’ and managers’ unauthorized, illegal,
unethical, incorrect, or inappropriate actions and the risks from br.
The incorporation of sustainability risks into the risk culture | Albert Vila...Albert Vilariño
Post published on Medium on 3/3/17.
https://medium.com/@albert.vilarino/the-incorporation-of-sustainability-risks-into-the-risk-culture-b18aa1e39add#.cd2l4nh2x
Disaster preparedness is a very vital aspect of any organization or even an individual in any community (Academic Papers on Porter’s Strategy, n.d.). According to Homeland Security Exercise and Evaluation Program (HSEEP), its major objective is provision of guiding principles that have a common response in addressing programs management, evaluation, improving planning, designing and planning of mitigation measures
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Crisis response and change orientation models - CM 6
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