Crisis leadership: planning for the unthinkable
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Hoboken
Wiley
2004
|
| Subjects: | |
| Online Access: | Contributor biographical information Table of contents only Publisher description Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | XV, 121 S. |
| ISBN: | 9780471452102 9780471229186 0471229180 |
Staff View
MARC
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| adam_text | TABLE OF CONTENTS
Chapter 1
INTRODUCTION—PEOPLE, TECHNOLOGIES, AND CRISES 1
Organizations, People,Technologies, and Crises 1
Technologies 1
Why Major Crises Occur 3
People 3
Organizations 4
Crises 4
Concluding Remarks 5
Exercises 5
Notes 6
Chapter 2 THE FAILURE OF CONVENTIONAL THINKING 7
A Tale of Two Companies 7
Magnitron 7
Ameridyne 9
The State of Crisis Management 10
A Massive Failure 10
The Differences Between Conventional and Critical Thinking 11
Connecting the Dots: The Ability to See the Big Picture, the Whole System 13
Emergency Response Is No Longer Sufficient 14
Concluding Remarks: The Need forThinking about the Unthinkable 14
Exercises 14
Notes 15
Chapter 3 THE FAILURE OF CONVENTIONAL ORGANIZATIONS 16
The Design of GM 16
GM s Four Major Crises 17
The Need for Crisis Leadership 18
v
Vi CONTENTS
An Example:The Coca Cola Company s Belgium Crisis 19
The Chief Crisis Officer 20
Moving Crisis Leadership to the Center 20
Faulty Assumptions 20
Concluding Remarks: Flawed by Design 21
Exercises 21
Notes 21
Chapter 4 THE FAILURE OF CONVENTIONAL RESPONSES 23
Three Crises Reveal the Pattern 24
The Common Pattern: Key Elements 25
Tremendous Ethical and Technical Uncertainty 25
Moral Trial by Compelling Images 25
Objectivity Is a Turnoff 26
The Court of Public Opinion Versus the Court of Law 26
Chain Reaction 27
No Secrets/Complete Transparency 27
Widening of the Crisis(es) 28
Criminalization 28
Everything Potentially Becomes Major 29
The Blame Game 29
Early Warning Signals 29
Lessons Ignored. Not Learned 29
Abandon the Ship 30
A Company Is Forced to Hire an Independent Investigator 30
Companies End Up Doing the Right Thing Too Late 30
Internal Contradictions 30
Concluding Remarks 30
Exercises 31
Notes 31
Chapter 5 —
THE RISE OF ABNORMAL ACCIDENTS: A BRIEF HISTORY OF CRISES 33
A Timeline of Major Crises 34
Faulty Assumptions 36
Tylenol 36
Three Mile Island 37
Bhopal 37
CONTENTS
The Challenger 38
Orange County 38
Concluding Remarks 39
Exercises 40
Notes 40
Chapter 6
THE DIFFERENT LANGUAGES OF MANAGERS AND EXECUTIVES:
THE PERSONALITIES OF INDIVIDUALS 41
The Myers Briggs Personality Test 41
A Failure to Communicate 43
The Varieties of English 43
Four Kinds of Uniqueness 44
Four Psychological Languages 44
Details/Parts versus the Big Picture 46
Psychological Jobs 47
The Structure of Needs 49
An Example 50
The Essential Role of Managers and Executives 51
Other Considerations 51
The Problem with Organizational Programs 52
The Main Lesson 52
Speaking the Language of Management 52
Concluding Remarks 54
Exercises 54
Notes 54
Chapter 7 THE PERSONALITIES OF ORGANIZATIONS 56
What Tinker Toys Reveal About Organizations 56
The Link Between the Myers Briggs and Crisis Leadership 59
Crisis Types 60
Major Lessons 60
Lesson 7.1: Prepare for at Least One Crisis in Each Crisis Family 60
Lesson 7.2: It Is Not Sufficient to Prepare for Crises That Are Normal
in an Industry 62
Lesson 7.3: Prepare for the Simultaneous Occurrence of Multiple Crises 62
Lesson 7.4: The Purpose of Definitions Are to Guide, Not Predict 63
Viii CONTENTS
Lesson 7.5: Every Type of Crisis Can Happen to Every Organization 63
Lesson 7.6: No Type of Crisis Should Be Taken Literally 64
Lesson 7.7: Tampering is the Most Generic Form or Type of All Crises 64
Lesson 7.8: No Crisis Ever Happens as One Plans for It; Therefore. Thinking about the
Unthinkable Is More Important Than Crisis Plans Per Se 64
Lesson 7.9: Traditional Risk Analysis Is Both Dangerous and Misleading 65
Lesson 7.10: Every Crisis is Capable of Being Both the Cause and the Effect of Any
Other Crisis 65
Lesson 7.1 1: Crisis Leadership Is Systemic 66
Lesson 7.12: Perform a Systemic Crisis Audit of Your Organization 66
Lesson 7.13: Crisis Leaders Not Only Recognize the Validity of All the Types of Crises.
But They Also See the Interconnections Between Them 66
Concluding Remarks 66
Exercises 66
Notes 67
Chapter 8 CRISIS LEADERSHIP AND THE MYERS BRIGGS 68
The Differences Between Normal Accidents, Abnormal Accidents,
and Natural Disasters 68
Signal Detection 70
Exercises 72
Chapter 9 THE ROLE OF CONFLICT IN CRISIS LEADERSHIP 74
Conflict 74
The Conflict Framework 75
The Myers Briggs and Conflict 77
Conflict and Transactional Analysis 78
Concluding Remarks 79
Exercises 80
Notes 80
Chapter 10 AN EXPANDED VIEW OF SIGNAL DETECTION 81
The Case of the High Tech Farmer 81
Signal Detection 82
Crisis Mechanisms 82
Lesson I O.I: All Crises Are Preceded by Early Warning Signals 82
Lesson 10.2: Signals Are Not Self Amplifying or Self Blocking 82
CONTENTS i:
Lesson 10.3: Signals Do Not Exist by Themselves; They Are Part of, and a Reflection of,
the Overall Structure of an Organization 83
Lesson 10.4: Signal Detection Is a Direct Reflection of Our Priorities 84
The Case of a Major Insurance Company 85
Lesson 10.5: Signal Detection Necessitates Signal Detectors 85
Lesson 10.6: Different Crises Require Different Detectors 85
The Dimensions of Signals 85
Lesson 10.7: Not All Signals Are Alike 85
Lesson 10.8: Every Signal Detector Needs a Signal Monitor 86
An Example 86
Lesson 10.9: Signals Have to Be Transmitted to the Right People 87
Lesson 10.10: Individual Signal Detection Is Not Enough 87
An Objection 88
Lesson 10.11: A Crisis Is the Worst Time to Invent Damage Containment 90
Lesson 10.12: No fault Learning Is One of the Most Important Aspects
of Crisis Leadership 90
Lesson 10.13: Damage Containment Mechanisms Are Simultaneously
Mechanisms and Policies 90
Exercises 91
Notes 91
Chapter 11
THINKING THE ABSURD 92
Quintessentially Human 92
Thinking the Absurd 93
Oklahoma City 94
September 11, 2001 95
The Absurd and the Unthinkable 96 I
The State of Corporate America s Crisis Preparedness 96
The Time Magazine Mentality 98
Multiple Absurdities 98
From Emergency Response to Crisis Anticipation 99
The Critical Role of Human Judgment 99
Mental Judo 100
Concluding Remarks 100
Exercises 101
Notes 101
X CONTENTS
Chapter 12 THE VITAL IMPORTANCE OF SPIRITUALITY IN CRISIS LEADERSHIP 103
The Contribution of Ken Wilber 103
The Fourfold Framework for Understanding and Defining the Self 104
The Self and the Organization 105
A Deeper Understanding of the Framework 106
The Four Hands of Human Existence 106
Perspective One: The Biomechanical and Cognitive Perspective 107
Perspective Two: The Social Hand 107
Perspective Three: The Cultural, Symbolic Hand 108
The Fourth Perspective: The Spiritual Hand 108
Further Reflections on the Fourfold Framework 109
The Contribution of the Wilber Framework to Crisis Leadership 110
Concluding Remarks 110
Exercises 111
Notes 111
INDEX 112
|
| adam_txt |
TABLE OF CONTENTS
Chapter 1
INTRODUCTION—PEOPLE, TECHNOLOGIES, AND CRISES 1
Organizations, People,Technologies, and Crises 1
Technologies 1
Why Major Crises Occur 3
People 3
Organizations 4
Crises 4
Concluding Remarks 5
Exercises 5
Notes 6
Chapter 2 THE FAILURE OF CONVENTIONAL THINKING 7
A Tale of Two Companies 7
Magnitron 7
Ameridyne 9
The State of Crisis Management 10
A Massive Failure 10
The Differences Between Conventional and Critical Thinking 11
Connecting the Dots: The Ability to See the Big Picture, the Whole System 13
Emergency Response Is No Longer Sufficient 14
Concluding Remarks: The Need forThinking about the Unthinkable 14
Exercises 14
Notes 15
Chapter 3 THE FAILURE OF CONVENTIONAL ORGANIZATIONS 16
The Design of GM 16
GM's Four Major Crises 17
The Need for Crisis Leadership 18
v
Vi CONTENTS
An Example:The Coca Cola Company's "Belgium Crisis" 19
The Chief Crisis Officer 20
Moving Crisis Leadership to the Center 20
Faulty Assumptions 20
Concluding Remarks: Flawed by Design 21
Exercises 21
Notes 21
Chapter 4 THE FAILURE OF CONVENTIONAL RESPONSES 23
Three Crises Reveal the Pattern 24
The Common Pattern: Key Elements 25
Tremendous Ethical and Technical Uncertainty 25
Moral Trial by Compelling Images 25
Objectivity Is a Turnoff 26
The Court of Public Opinion Versus the Court of Law 26
Chain Reaction 27
No Secrets/Complete Transparency 27
Widening of the Crisis(es) 28
Criminalization 28
Everything Potentially Becomes Major 29
The Blame Game 29
Early Warning Signals 29
Lessons Ignored. Not Learned 29
Abandon the Ship 30
A Company Is Forced to Hire an Independent Investigator 30
Companies End Up Doing the Right Thing Too Late 30
Internal Contradictions 30
Concluding Remarks 30
Exercises 31
Notes 31
Chapter 5 —
THE RISE OF ABNORMAL ACCIDENTS: A BRIEF HISTORY OF CRISES 33
A Timeline of Major Crises 34
Faulty Assumptions 36
Tylenol 36
Three Mile Island 37
Bhopal 37
CONTENTS
The Challenger 38
Orange County 38
Concluding Remarks 39
Exercises 40
Notes 40
Chapter 6
THE DIFFERENT LANGUAGES OF MANAGERS AND EXECUTIVES:
THE PERSONALITIES OF INDIVIDUALS 41
The Myers Briggs Personality Test 41
A Failure to Communicate 43
The Varieties of English 43
Four Kinds of Uniqueness 44
Four Psychological Languages 44
Details/Parts versus the Big Picture 46
Psychological Jobs 47
The Structure of Needs 49
An Example 50
The Essential Role of Managers and Executives 51
Other Considerations 51
The Problem with Organizational Programs 52
The Main Lesson 52
Speaking the Language of Management 52
Concluding Remarks 54
Exercises 54
Notes 54
Chapter 7 THE PERSONALITIES OF ORGANIZATIONS 56
What Tinker Toys Reveal About Organizations 56
The Link Between the Myers Briggs and Crisis Leadership 59
Crisis Types 60
Major Lessons 60
Lesson 7.1: Prepare for at Least One Crisis in Each Crisis Family 60
Lesson 7.2: It Is Not Sufficient to Prepare for Crises That Are Normal
in an Industry 62
Lesson 7.3: Prepare for the Simultaneous Occurrence of Multiple Crises 62
Lesson 7.4: The Purpose of Definitions Are to Guide, Not Predict 63
Viii CONTENTS
Lesson 7.5: Every Type of Crisis Can Happen to Every Organization 63
Lesson 7.6: No Type of Crisis Should Be Taken Literally 64
Lesson 7.7: Tampering is the Most Generic Form or Type of All Crises 64
Lesson 7.8: No Crisis Ever Happens as One Plans for It; Therefore. Thinking about the
Unthinkable Is More Important Than Crisis Plans Per Se 64
Lesson 7.9: Traditional Risk Analysis Is Both Dangerous and Misleading 65
Lesson 7.10: Every Crisis is Capable of Being Both the Cause and the Effect of Any
Other Crisis 65
Lesson 7.1 1: Crisis Leadership Is Systemic 66
Lesson 7.12: Perform a Systemic Crisis Audit of Your Organization 66
Lesson 7.13: Crisis Leaders Not Only Recognize the Validity of All the Types of Crises.
But They Also See the Interconnections Between Them 66
Concluding Remarks 66
Exercises 66
Notes 67
Chapter 8 CRISIS LEADERSHIP AND THE MYERS BRIGGS 68
The Differences Between Normal Accidents, Abnormal Accidents,
and Natural Disasters 68
Signal Detection 70
Exercises 72
Chapter 9 THE ROLE OF CONFLICT IN CRISIS LEADERSHIP 74
Conflict 74
The Conflict Framework 75
The Myers Briggs and Conflict 77
Conflict and Transactional Analysis 78
Concluding Remarks 79
Exercises 80
Notes 80
Chapter 10 AN EXPANDED VIEW OF SIGNAL DETECTION 81
The Case of the High Tech Farmer 81
Signal Detection 82
Crisis Mechanisms 82
Lesson I O.I: All Crises Are Preceded by Early Warning Signals 82
Lesson 10.2: Signals Are Not Self Amplifying or Self Blocking 82
CONTENTS i:
Lesson 10.3: Signals Do Not Exist by Themselves; They Are Part of, and a Reflection of,
the Overall Structure of an Organization 83
Lesson 10.4: Signal Detection Is a Direct Reflection of Our Priorities 84
The Case of a Major Insurance Company 85
Lesson 10.5: Signal Detection Necessitates Signal Detectors 85
Lesson 10.6: Different Crises Require Different Detectors 85
The Dimensions of Signals 85
Lesson 10.7: Not All Signals Are Alike 85
Lesson 10.8: Every Signal Detector Needs a Signal Monitor 86
An Example 86
Lesson 10.9: Signals Have to Be Transmitted to the Right People 87
Lesson 10.10: Individual Signal Detection Is Not Enough 87
An Objection 88
Lesson 10.11: A Crisis Is the Worst Time to Invent Damage Containment 90
Lesson 10.12: "No fault Learning" Is One of the Most Important Aspects
of Crisis Leadership 90
Lesson 10.13: Damage Containment Mechanisms Are Simultaneously
Mechanisms and Policies 90
Exercises 91
Notes 91
Chapter 11
THINKING THE ABSURD 92
Quintessentially Human 92
Thinking the Absurd 93
Oklahoma City 94
September 11, 2001 95
The Absurd and the Unthinkable 96 I
The State of Corporate America's Crisis Preparedness 96
The Time Magazine Mentality 98
Multiple Absurdities 98
From Emergency Response to Crisis Anticipation 99
The Critical Role of Human Judgment 99
Mental Judo 100
Concluding Remarks 100
Exercises 101
Notes 101
X CONTENTS
Chapter 12 THE VITAL IMPORTANCE OF SPIRITUALITY IN CRISIS LEADERSHIP 103
The Contribution of Ken Wilber 103
The Fourfold Framework for Understanding and Defining the Self 104
The Self and the Organization 105
A Deeper Understanding of the Framework 106
The Four Hands of Human Existence 106
Perspective One: The Biomechanical and Cognitive Perspective 107
Perspective Two: The Social Hand 107
Perspective Three: The Cultural, Symbolic Hand 108
The Fourth Perspective: The Spiritual Hand 108
Further Reflections on the Fourfold Framework 109
The Contribution of the Wilber Framework to Crisis Leadership 110
Concluding Remarks 110
Exercises 111
Notes 111
INDEX 112 |
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| index_date | 2024-07-02T17:57:44Z |
| indexdate | 2024-07-09T20:59:06Z |
| institution | BVB |
| isbn | 9780471452102 9780471229186 0471229180 |
| language | English |
| lccn | 2003277931 |
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| spelling | Mitroff, Ian I. 1938- Verfasser (DE-588)17009829X aut Crisis leadership planning for the unthinkable Ian Mitroff Hoboken Wiley 2004 XV, 121 S. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Führung Crisis management Leadership Strategic planning Krisenmanagement (DE-588)4127374-6 gnd rswk-swf Krisenmanagement (DE-588)4127374-6 s DE-604 http://www.loc.gov/catdir/bios/wiley044/2003277931.html Contributor biographical information http://www.loc.gov/catdir/toc/wiley041/2003277931.html Table of contents only http://www.loc.gov/catdir/enhancements/fy0615/2003277931-d.html Publisher description HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015713679&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Mitroff, Ian I. 1938- Crisis leadership planning for the unthinkable Führung Crisis management Leadership Strategic planning Krisenmanagement (DE-588)4127374-6 gnd |
| subject_GND | (DE-588)4127374-6 |
| title | Crisis leadership planning for the unthinkable |
| title_auth | Crisis leadership planning for the unthinkable |
| title_exact_search | Crisis leadership planning for the unthinkable |
| title_exact_search_txtP | Crisis leadership planning for the unthinkable |
| title_full | Crisis leadership planning for the unthinkable Ian Mitroff |
| title_fullStr | Crisis leadership planning for the unthinkable Ian Mitroff |
| title_full_unstemmed | Crisis leadership planning for the unthinkable Ian Mitroff |
| title_short | Crisis leadership |
| title_sort | crisis leadership planning for the unthinkable |
| title_sub | planning for the unthinkable |
| topic | Führung Crisis management Leadership Strategic planning Krisenmanagement (DE-588)4127374-6 gnd |
| topic_facet | Führung Crisis management Leadership Strategic planning Krisenmanagement |
| url | http://www.loc.gov/catdir/bios/wiley044/2003277931.html http://www.loc.gov/catdir/toc/wiley041/2003277931.html http://www.loc.gov/catdir/enhancements/fy0615/2003277931-d.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015713679&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT mitroffiani crisisleadershipplanningfortheunthinkable |