Crisis, Catastrophe, and Disaster in Organizations (Managing Threats to Operations, Architecture, Brand, and Stakeholders) ||

This book explores how and why an event is a precursor to the emergence of a crisis and how a given crisis affects an organization and its stakeholders. Using existing systems theory blended with innovative use of wave, epidemiological, immunological and psycho-social theories, the author discusses ways to understand the effects of different types of crises while showing how to document and/or quantitatively measure those effects. The book offers new models illustrating how events trigger crises and how they subsequently morph into catastrophes and disasters. Using theories and tools tested in organizational settings to identify contributors to a traumatic event, this book makes a valuable contribution to organizational and crisis management literature. Preface 5 Contents 10 List of Figures 11 List of Tables 12 1: An Introduction to Giving (and Receiving) Advice 14 Two Professional Objectives That Define the Book 19 Addressing Challenges Associated with Emerging Events 23 Event Types and Containment Demands 23 The Nature of Organizations and Event Containment 24 Establishing a Framework for Event Containment 26 Tactical Considerations When Working Within the Organization or Stakeholder Network 28 What Would Stakeholders Say Are the Most Critical Issues in a Crisis to Consider? 29 Additional Information Needed to Contain the Event 30 Some Basics for Working Particularly Adverse Situations 31 A Last Look at Influence 36 Conclusion 41 2: Events and Emerging Turmoil, Disorder, and Confusion 44 A Quick Review and Introduction 44 Events and Why They Are Important 52 Event Type One: Routine, Anticipated, Even Planned-for Events 54 Event Type Two: Unanticipated Events Which Emerge but Are Within the Framework of an Organization’s General Activity 56 Event Type Three: Extraordinary Events Within the Organization’s Horizon and May Be Anticipated, Planned For 58 Event Type Four: Extraordinary Events Within the Organization’s Horizon Not Anticipated or Planned For 64 Event Type Five: Extraordinary Events Beyond the Scope of an Organization to Control That May Be Anticipated or Planned For 67 Event Type Six: Extraordinary Events Beyond the Scope of the Organization That Are Not Typically Planned for or Anticipated 70 Conclusion 74 Disruptions and the Struggle for Remediation 74 3: Tracking Turmoil, Disorder, and Confusion 77 Elements and Derivation of an Incident Chain 78 Understanding the Event to Disaster Stream 81 Always Look for Ways to Stipulate Potential Products, Outcomes, and Events 84 The Role of Transitions in the Stream 88 Look Closely at the Overall Nature and Manner in Which the Phenomena Affect the Organization 90 Defining Elements in the Event to Disaster Stream 100 What Is a Crisis? 101 So What Is a Catastrophe? 105 Disasters and Organizations: The Worst-Case Scenario 111 Conclusion 115 Comprehending Organizational Impairment 116 Estimating Realized and Expected Impairment 117 Isolating Turmoil’s Natural Casualties 118 4: Mapping the Effects of Crises, Catastrophes, and Disasters, and Sustainability 123 Nothing Challenges Sustainability Like Risk and Trauma 124 Detailing the Sequential Nature of Organizational Turmoil 133 Profiling an Organization’s Capacity to Perform in Response to a Crisis 135 Measuring the Impact of a Crisis, Catastrophe, and Disaster on the Capacity to Perform 138 Sketching Sustainability: Why These Phenomena Are So Troublesome 145 Features Contributing to Sustainability 146 A Quick Synopsis and Applications of Our New Formula 151 Mapping Trauma’s Unique Nature Within the Organization and Stakeholder Network 154 Conclusion 166 5: Emerging Turmoil, Disorder, Trauma, and Confusion 170 Emerging Turmoil Always Has Effects 171 Illustrating Turmoil’s Effects 172 Understanding Turmoil’s Effects 179 Tracking Phenomena, the Changes They Trigger, and Their Mutating Effects 183 So How Did the Organization Get into This Mess? 187 Containment Is Not an Activity, It Is the Goal 192 Conclusion 198 6: Development of a Crisis-Stream 203 Event Containment Is Dependent on Individual Performance 204 Performance in One’s Work Is Central to Containment Efforts 205 Performances Related to Operations, Organizational Architecture, and the Brand Are Containment Objectives 206 Performance to Maintain and Nurture the Culture Is Forward Thinking 208 Performance to Contain (or Not) the Event Is the Goal 212 An Organization’s Culture Influences Its Defensive System, Approach to Events, and Stakeholder Network 219 An Organization’s Culture Can Be Self-Sustaining 221 Signs the Organization’s Culture and Resistance System Are Impaired 223 Conclusion 228 7: Accounting for a System Breakdown 231 Six Features of Defining a “Leadership Checklist” 233 With That Bottom Line in Mind, Accuracy Is the First Objective 234 Effective Leadership’s Containment Efforts Are Grounded in Communications That Are Upfront, Honest, and Targeted 235 Third, Given That This Containment Plan Is Going Throughout the Stakeholder Network Consistency and Reliability Are Essential 236 Provide Responses That Are Simple, Focused, Timely, and Accurate for These Become Markers of the Leader’s Competency and Integrity 237 Finally, There Is the Value-Laden Containment Plan 237 Evaluations Throughout Leadership Channels 238 There Are Formal and Informal Ways to Approach Leadership Evaluations 238 OK, Even the Informal Evaluations Are Formal 241 Tracking Board/Advisory Group Performance 245 So Who Are These Advisors and What Is Expected of Them 246 Why This Board Member, This Advisor, This Counselor, This Coach? 250 Board Requirements and Ongoing Evaluation Criteria 252 Board and Advisory Group Performance in an Event, Crisis, Catastrophe, and Disaster 253 Conclusion 254 8: Conclusions: Living with Consequences 259 Living with Consequences Associated with Events, Crises, Catastrophes, and Disasters 260 Living with Consequences Affecting the Social Network and Stakeholders 262 Living with Consequences for the Society at Large 269 Living with Consequences for Those at the Top of the Organization 271 Building a Plan to Use for Research, Investigations, and Problem-Solving 277 Begin Your Planning by Re-examining Values, Actions, and Consequences 278 Think Again About the Organizations Involved 280 Dodge the Probabilistic-Deterministic Dilemma with a Fresh Approach to Events, Crises, Catastrophes, and Disasters (or Thinking in General) 282 Finally, Working on the Crisis-Stream with a Stakeholder Team 284 Conclusion 286 Index 291