Toward a systemic crisis management strategy: learning from the best examples in the US, Canada and France

Pauchant, T.C., Mitroff, I.I. and Lagadec, P., 1991. Toward a systemic crisis management strat egy : learning from the best examples in the US, Canada and France. Industrial Crisis Quarterly, 5: 209-232. While managing industrial crises has become a pressing necessity, many man agers have not yet developed a substantive effort in the area and/or still focus only on the reactive and technological sides of crisis management. Based on 350 confidential interviews conducted during the last five years in American, Canadian and French firms, we discuss in this article some of the most inno vative efforts that managers who have embraced a systemic perspective have implemented in their organizations. We hope that these suggestions will assist managers in undertaking a more systemic crisis management strategy in their organizations in the future.

[1]  Anne-Paule Duarte [Communication strategies in a crisis situation]. , 2014, Revue de l'infirmiere.

[2]  Niyaz Aboudzadeh,et al.  Crisis management: Planning for the inevitable , 2014 .

[3]  Howard S. Schwartz,et al.  Narcissistic process and corporate decay : the theory of the organization ideal , 1991 .

[4]  Ian I. Mitroff,et al.  The ever-expanding scope of industrial crises: a systemic study of the Hinsdale telecommunications outage , 1990 .

[5]  Thierry C. Pauchant,et al.  Crisis management: Managing paradox in a chaotic world , 1990 .

[6]  Kasra Ferdows,et al.  The Chief Technology Officer , 1990 .

[7]  T. Lawrence,et al.  Cultural rationalities in crisis sensemaking: a study of a public inquiry into a major industrial accident , 1990 .

[8]  Chris Pearson,et al.  Do (some) organizations cause their own crises? The cultural profiles of crisis-prone vs. crisis-prepared organizations , 1989 .

[9]  Howard S. Schwartz,et al.  Organizational disaster and organizational decay: the case of the National Aeronautics and Space Administration , 1989 .

[10]  Karlene H. Roberts,et al.  New challenges in organizational research: high reliability organizations , 1989 .

[11]  K. Weick Mental models of high reliability systems , 1989 .

[12]  Brett Williams Made in America: Science, Technology and American Modernist Poets , 1989 .

[13]  Thierry C. Pauchant,et al.  Triggers, templates and twitches in the tracking of emerging strategic issues , 1988 .

[14]  Larry D. Browning,et al.  Interpreting the Challenger disaster: communication under conditions of risk and liability , 1988 .

[15]  E. Quarantelli DISASTER CRISIS MANAGEMENT: A SUMMARY OF RESEARCH FINDINGS , 1988 .

[16]  Frances J. Milliken,et al.  Challenger: Fine-Tuning the Odds Until Something Breaks , 1988 .

[17]  K. Weick ENACTED SENSEMAKING IN CRISIS SITUATIONS[1] , 1988 .

[18]  Howard Kunreuther,et al.  POST-BHOPAL BEHAVIOUR AT A CHEMICAL COMPANY , 1988 .

[19]  Danny Miller,et al.  UNDERSTANDING INDUSTRIAL CRISES[1] , 1988 .

[20]  I. Mitroff,et al.  The structure of man-made organizational crises: Conceptual and empirical issues in the development of a general theory of crisis management , 1988 .

[21]  Danny Miller,et al.  Organizational Pathology and Industrial Crisis , 1988 .

[22]  Ian I. Mitroff,et al.  Crisis Prone Versus Crisis Avoiding Organizations Is your company's culture its own worst enemy in creating crises? , 1988 .

[23]  Donald C. Hambrick,et al.  Large Corporate Failures as Downward Spirals , 1988 .

[24]  B. Bowonder,et al.  Notes on the Bhopal accident: Risk analysis and multiple perspectives , 1987 .

[25]  Dorothy M. Bernstein,et al.  When Disaster Strikes: How Individuals and Communities Cope With Catastrophe , 1987 .

[26]  James O’Connor The Meaning of Crisis: A Theoretical Introduction , 1987 .

[27]  Patrick Lagadec,et al.  Communications Strategies in Crisis , 1987 .

[28]  I. Mitroff,et al.  Business Not as Usual: Rethinking Our Individual, Corporate, and Industrial Strategies for Global Competition , 1987 .

[29]  F. R. Kniffin "Corporate Crisis Management" , 1987 .

[30]  K. Weick Organizational Culture as a Source of High Reliability , 1987 .

[31]  B. Sievers Beyond the Surrogate of Motivation , 1986 .

[32]  P. Shrivastava Is Strategic Management Ideological? , 1986 .

[33]  J. Dutton THE PROCESSING OF CRISIS AND NON‐CRISIS STRATEGIC ISSUES , 1986 .

[34]  Michael Masuch,et al.  Vicious circles in organizations. , 1985 .

[35]  C. Smart,et al.  Strategy and the environment: A study of corporate responses to crises , 1984 .

[36]  P. Nystrom,et al.  To Avoid Organizational Crises, Unlearn , 1984 .

[37]  Paul A. Anderson,et al.  Decision Making by Objection and the Cuban Missile Crisis , 1983 .

[38]  P. Lagadec Major Technological Risk: An Assessment of Industrial Disasters , 1982 .

[39]  Charles A. O'Reilly,et al.  Responses to Failure: The Effects of Choice and Responsibility on Impression Management , 1982 .

[40]  Barry M. Staw,et al.  Threat-rigidity effects in organizational behavior: A multilevel analysis. , 1981 .

[41]  R. Billings A Model of Crisis Perception: A Theoretical and Empirical Analysis. , 1980 .

[42]  E. Trist The environment and system-response capability , 1980 .

[43]  S. Wallace The Denial of Death , 1979, Occupational health nursing.

[44]  C. Smart,et al.  Designs for crisis decision units. , 1977, Administrative science quarterly.

[45]  Kets de Vries Mf Crisis leadership and the paranoid potential: an organizational perspective. , 1977, Bulletin of the Menninger Clinic.

[46]  B. Turner The Organizational and Interorganizational Development of Disasters , 1976 .

[47]  Roger I. Hall,et al.  A System Pathology of an Organization: The Rise and Fall of the Old Saturday Evening Post. , 1976 .

[48]  Henry Mintzberg,et al.  The Structure of "Unstructured" Decision Processes , 1976 .

[49]  J. Forrester Counterintuitive behavior of social systems , 1971 .

[50]  Peter H. Fowler,et al.  System Pathology , 1968 .

[51]  Peter F. Drucker,et al.  The Myth of the Machine: Technics and Human Development by Lewis Mumford (review) , 1967 .

[52]  C. Hermann Some Consequences of Crisis Which Limit the Viability of Organizations , 1963 .

[53]  Isabel E. P. Menzies,et al.  A Case-Study in the Functioning of Social Systems as a Defence against Anxiety , 1960 .

[54]  E. Podolsky The meaning of anxiety. , 1953, Diseases of the nervous system.

[55]  B. Bettelheim,et al.  Individual and mass behavior in extreme situations. , 1943 .

[56]  J. O. Hertzler Crises and Dictatorships , 1940 .

[57]  Tom Forester,et al.  States of emergency: Technological failures and social destabilization , 1991 .

[58]  Danny Miller,et al.  The Icarus Paradox: How Exceptional Companies Bring About Their Own Downfall , 1990 .

[59]  Karl A. Slaikeu,et al.  Crisis intervention: A handbook for practice and research, 2nd ed. , 1990 .

[60]  A. Donnellon Break-Away Thinking , 1990 .

[61]  I. Janis Crucial Decisions: Leadership in Policymaking and Crisis Management , 1989 .

[62]  Ian I. Mitroff,et al.  Break-away thinking : how to challenge your business assumptions (and why you should) , 1988 .

[63]  M. Lystad,et al.  Mental health response to mass emergencies : theory and practice , 1988 .

[64]  Anthony R White,et al.  Strategic management , 1986 .

[65]  Ian I. Mitroff,et al.  Corporate Tragedies: Product Tampering, Sabotage, and Other Catastrophes , 1984 .

[66]  F. Meier Crise sans conscience n’est que ruine de l’homme , 1984 .

[67]  R. Mason Challenging strategic planning assumptions , 1981 .

[68]  B. Hedberg,et al.  Responding to Crises , 1978 .

[69]  Magoroh Maruyama,et al.  THE SECOND CYBERNETICS Deviation-Amplifying Mutual Causal Processes , 1963 .