Crisis Management in a Complex World
Crisis Management in a Complex World
Instructor, Department of Strategic and Organizational Communication
Professor, Department of Strategic and Organizational Communication
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Abstract
Managers, business owners, public relations practitioners, and others grapple daily with issues that have the potential to radically redefine the reputation of a person, company, or industry. They confront a fundamental question about contemporary crisis management: to what extent is it possible to control events and stakeholder responses to them, in order to contain escalating crises or safeguard an organization's reputation? This book addresses this question head-on. This book operates from a strong theoretical orientation. This book pairs real-world examples from across the globe with theory-based analysis to show why simplification often fails to alleviate crises, and can even intensify them. The book proposes a complexity-based approach to organizational learning that can allow organizations to adapt quickly to changing circumstances.
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Front Matter
- 1 Introduction: A Paradigm Shift in Crisis Management
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Part I COMPLEXITY, CRISIS, AND CONTROL
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Part II The Complexity of Knowledge and Learning
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Part III Reconfiguring the Dominant Paradigm
- Case History: Nonlinear Diffusion China and Food Contamination
- 8 Complexity, Crisis, and the Expert Organization: Reconfiguring the Dominant Paradigm
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9
Expecting the Unexpected: Challenging Precrisis Assumptions
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10
Adapting to a Complex World: Challenging Assumptions During a Crisis
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11
Complex Recovery: Challenging Assumptions After a Crisis
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12
Conclusion: Reframing Crisis Management in a Complex World
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End Matter
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