Why some companies emerge stronger and better from a crisis : 7 essential lessons for surviving disaster
著者
書誌事項
Why some companies emerge stronger and better from a crisis : 7 essential lessons for surviving disaster
American Management Association, c2005
- : [pbk]
- タイトル別名
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7 essential lessons for surviving disaster
Seven essential lessons for surviving disaster
大学図書館所蔵 件 / 全7件
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該当する所蔵館はありません
- すべての絞り込み条件を解除する
注記
Includes index
内容説明・目次
- 巻冊次
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ISBN 9780814408506
内容説明
There is a fundamental difference between business continuity planning and crisis management. Even a complete operational plan does little to prepare a company to come through a crisis with strength and confidence. According to Ian Mitroff, crises can (and will) now arise with unprecedented frequency, complexity, and destructive power, as what was once rare is now the norm: terrorism, cyberattacks, large-scale fraud, and kidnappings. This all-too-timely book presents 7 competencies that companies must develop in order to deal with what is now a virtual certainty. Mitroff outlines how to foster different "IQs," ranging from emotional resiliency and creative problem-solving to crucial political and social skills and more. Equally important is a blueprint for integrating these far-reaching ideals into daily practice, and finally moving beyond the crisis to embrace the world, however changed it may be. Filled with examples drawn from scores of interviews conducted both after 9/11 and during Mitroff's 25-year career in crisis management, this is a passionate, wise, and practical book that will indeed help organizations become stronger and better.
- 巻冊次
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: [pbk] ISBN 9780814413272
内容説明
Do your company and employees have the necessary "IQ" not only to withstand a crisis but also come through it with strength and confidence?
Like many companies over the last few years, yours has probably done a great deal to reassess its physical, strategic, and financial vulnerabilities. However, there is a huge difference between business continuity planning and true crisis management. Ian Mitroff outlines seven distinct competencies your organization needs to handle crises effectively:
Right Heart (emotional IQ): By accepting crisis as an inevitability, you can process much of the shock and grief beforehand, and avoid making the effects of the crisis even worse through an unconstructive response.
Right Thinking (creative IQ): "Crises don't care about the ways in which we have organized the world," so out-of-the-box thinking is essential.
Right Social and Political IQ: Understand that your business is subject not only to the pitfalls of its industry, but to the universal and complex challenges that threaten all companies.
Right Integration (integrative IQ): Realize that crises are perceived differently by different stakeholders, and are never simple "exercises" that can be "solved." Identify and reconcile these perceptions now so that the path is clear when the crisis strikes.
Right Technical IQ: "Think like a controlled paranoid" to uncover ways in which malicious forces could cause a crisis in your company. Question every assumption about what is "normal," "impossible," or "absurd."
Right Aesthetic IQ: Reconsider the classic design of the corporation, which is meant to address problems as they arise, and move toward one in which crisis management is an overarching discipline on a par with, for example, finance.
Spiritual IQ: Reject the notion that people's physical, mental, and spiritual beings are completely separate; and establish ahead of time why our work is, and must remain, important to us on many different levels.
Although crisis management has taken on new urgency in recent turbulent times, the need for careful planning did not originate on September 11, 2001. Mitroff's examples, drawn from interviews conducted both before and after the 2001 attacks during his 25 years of experience, demonstrate the need for action -- and offer a blueprint for taking it.
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