Taking a Brief Look at Crisis Management

967 Words Jun 23rd, 2018 4 Pages
Introduction
Managing crises is of greatest concern to practitioners as crises can be disruptive and damaging if not tackled with effective management plans (Linsley and Slack, 2012). This brief literature synthesis focuses on three major areas related to crisis management. It will first analyse the meaning and mapping of crisis; next, it will consider the processes, models and complexity of crisis management; finally, it will highlight the concept and the role of risk management.
Meaning and mapping of crisis
Several definitions for crisis are available in the literature. Carmeli and Schaubroeck (2008) describe crisis as a moment of disruption for the organisation that insidiously destroys basic assumptions of its members; McCollen and
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Dooley (1997) also recognises unlearning as one of the most important features in a model of organisational change introducing the concept of Complex Adaptive Systems, where changes may occur following inconsistent paths and adaptability is generated by a process of continuous learning and unlearning.
Further to Paraskevas (2006) the process of crisis management follows four distinct stages. First, a prodromal stage characterised by the detection of early warning signals followed by the acute stage, when the crisis starts and damages are caused; next, the chronic stage, when the organisation tries to recover, identifying the mistakes and learning from them; finally, the resolution stage, when all process go back to normal and the organisation is again fully functional. However, Praskevas argues that the process should not be perceived as linear and the complexity of its outcomes are strongly related to the preparedness of the organisation to managing crisis. Carmeli and Schaubroeck (2008) define crisis-prepared organisations those able to develop a system of continuous analysis of operations and proactively monitor possible difficulties investing in prevention and risk management.
Risk management
Risk and risk management are becoming an intrinsic part of all projects of crisis management, in both the private and the public sector (Bhimani, 2009; McConnel and Drennan, 2006). Risk management is becoming part of
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