Crisis Management: Tools for Decision Makers
Comprehensive operational guide for managers and decision-makers facing crisis situations. This work addresses the complex dynamics of major crises, from technological failures to natural disasters. The book provides essential frameworks for understanding crisis phenomena, recognizing the difficulties encountered by responsible parties at all levels of organization. Part One examines crisis dynamics, including the transition from normalcy to disruption, the notion of major events, and the loss of reference frameworks. Part Two offers strategic action guidance for avoiding immediate disqualification, developing effective decision-making capacity, and conducting crisis operations through to resolution. Part Three focuses on organizational learning and cultural change. The guide emphasizes that effective crisis management requires not simple procedures but sound judgment, comprehensive information gathering, critical thinking, and integration of multiple stakeholder perspectives including victims, media, experts, and political authorities.
Table of Contents:
- Acknowledgements
- Introduction: thinking, preventing and managing crises
- Preliminary questioning: the demand and the project
- PART ONE: CRISIS DYNAMICS - The picture of difficulties awaiting the decision-maker
- 1. Normality, disruption, crisis
- 2. The major event, universe of excess
- 3. A resonance phenomenon between the event and its context
- 4. Crisis, or the loss of the frame of reference
- 1. The notion of crisis: resistance and richness of the concept
- 2. The crisis experience: some keys for the decision-maker
- 5. Crisis dynamics: recognizing the difficulties
- 1. Entry into crisis: destabilization and inaugural defeat
- 2. An immediate reinforcement for the crisis: the past presents its bill
- 3. Individuals: thrown to the edge of the abyss
- 4. Small groups: between cacophony and pathological closure
- 5. Organizations: operations at breaking point
- 6. Large systems: between unmanageable complexity and disintegration
- 7. Expertise and experts: ruts and false securities
- 8. Facing the media: between terror and revolt
- 9. Facing victims of the event: the risk of paralysis and contempt
- 10. Numerous social actors
- 1. Unions and internal structures of the organization
- 2. Populations: tenacious and dangerous myths
- 3. Associations, emerging groups
- 4. Elected officials and political authorities
- 5. A proliferation of actors from nowhere
- 6. An often forgotten actor: the justice system
- 6. The decision-maker's confusion: which levers? which decisions?
- 1. Decision-making mechanisms greatly affected and insufficient in any case
- 2. A system that no longer responds
- 3. The black hole
- Part two: strategic action
- 7. Avoiding immediate disqualification
- 0. Quality preliminary planning
- 1. Detect. Alert. Take charge.
- 2. Trigger safeguard interventions and relevant emergency actions
- 3. Search for information
- 4. Establish a logbook
- 5. Assemble a team, isolate crisis management
- 6. Avoid any aggravating gesticulation
- 7. Gain foothold in communication
- 8. The beginning of an integrative approach: start thinking about an action plan
- 9. In summary: do not leave unmanageable terrain
- 8. Attitudes and capacities to gain control over the event
- 1. Develop strong information gathering capacity
- 2. Open reflection: questioning and distancing
- 3. Open networks, weave a background canvas
- 4. Prepare the conditions for decision-animation capacity
- 5. In general support: a critical intelligence group
- 6. Strive to identify logics of action
- 9. Leading the crisis: choices and accompaniment
- 1. The founding act: positioning
- 2. The global conduct of the overall response
- 3. Direct piloting: general arrangements, crisis cells
- 4. Mastering the question of expertise
- 5. Leading communication
- 6. Leading the crisis over time... until its end
- 7. Also leading the post-crisis
- Part three: learning
- 10. A foundation of refusals... and the time for questions
- 11. Engaging and conducting learning
- 1. The perspective: a cultural change in organizations
- 2. Strategies for change
- Conclusion: facing unprecedented crises, turning points to operate
- Bibliography
- Index
- 1. Index of cited names
- 2. Index of cited cases
- List of plates:
- Plate 1: The classic accident
- Plate 2: The major event
- Plate 3: Crisis terrains
- Plate 4: Crisis: a triple challenge
- Plate 5: Decision processes in crisis; the media ordeal
- Plate 6: Avoiding immediate disqualification
- Plate 7: To gain control over the event
- Plate 8: Leading the crisis
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Document Details
- Format
- Pages
- 300
- Size
- 2.0 MB
- Category
- Society & Culture