Uh-oh, it looks like your Internet Explorer is out of date.
For a better shopping experience, please upgrade now.
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? In Crisis Management in a Complex World, authors Dawn Gilpin and Priscilla Murphy address this question head-on. Operating from a strong theoretical orientation, this book marks a sharp departure from other crisis management texts, which focus on nuts-and-bolts procedures and information distribution in an effort to simplify the turbulent reality of a crisis situation. Instead, 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. Gilpin and Murphy propose a new, complexity-based approach to organizational learning that can allow organizations to adapt quickly to changing circumstances.
This volume addresses both scholars and high-level practitioners of public relations, organizational communication, and strategic management. Strongly cross-disciplinary, the book draws on theories from communication, the physical sciences, and business. It invites controversy and ultimately aims to change the way people conceptualize and prepare for crises.
|Publisher:||Oxford University Press, USA|
|Edition description:||New Edition|
|Product dimensions:||6.10(w) x 9.30(h) x 0.80(d)|
Table of Contents
1. Introduction: A Paradigm Shift in Crisis Management
Part I Complexity, Crisis and Control
Case History: The Spinach Contamination Crisis
2. Crisis Communication: The Evolution of a Field
3. Theories of Complexity
4. Predictability and Control in Complex Systems
Part II The Complexity of Knowledge and Learning
Case History: Knowledge, Uncertainty, and Expertise-NASA
5. The Complexity of Information and Assimilation: Knowledge and Ignorance
6. The Complexity of Understanding: Constructive and Deviant Learning
7. Sorting Out the Complex World: Sensemaking and Decision Making
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
9. Expecting the Unexpected: Challenging Pre-Crisis Assumptions
10. Adapting to a Complex World: Challenging Assumptions During a Crisis
11. Complex Recovery: Challenging Assumptions After a Crisis
12. Conclusion: Reframing Crisis Management in a Complex World