Efnisyfirlit

• Cover
• Half title
• Title page
• Imprints page
• Contents
• Figures
• Tables
• Introduction to the Second Edition
• 1 Managing Crises
  • 1.1 Crisis Management and Public Leadership
  • 1.2 The Nature of Crises
    • Crisis Typologies
  • 1.3 The Origins of Crises
  • 1.4 The Challenges of Strategic Crisis Management
  • 1.5 The Five Critical Tasks of Strategic Crisis Leadership
    • Task 1: Sense Making
    • Task 2: Decision Making and Coordinating
    • Task 3: Meaning Making
    • Task 4: Accounting
    • Task 5: Learning
• 2 Sense Making
  • 2.1 What the Hell Is Going On?
  • 2.2 Barriers to Crisis Detection
    • The Nature of Crisis Development
    • Organizational Barriers
    • The Social and Political Construction of Threat Perception
  • 2.3 Barriers to Understanding an Unfolding Crisis
    • Dealing with Uncertainty Under Pressure
    • Cognitive Limitations Imposed by Stress
    • Organizational Factors
  • 2.4 Effective Sense Making
    • Mental Slides
    • Command Rooms
    • High Reliability Organizations
    • The Promise of Social Media and Big Data
  • 2.5 The Ubiquity of Surprise
• 3 Decision Making and Coordinating
  • 3.1 The Myth of Top-Down Command and Control
  • 3.2 Crisis Leaders as Decision Makers
  • 3.3 Crisis Teams and Group Dynamics
  • 3.4 Crisis Responses on the Ground
    • Non-Decision Making
    • Decentralization
    • Improvisation
  • 3.5 Crisis Coordination: Challenges, Forms, and Fault Lines
    • Vertical Coordination: Negotiating Authority
    • Horizontal Coordination: Matching Function to Place
  • 3.6 Nurturing Crisis Coordination
  • 3.7 Deciding and Coordinating: Conclusions
• 4 Meaning Making
  • 4.1 The Politics of Crisis Communication
  • 4.2 Framing Contests
    • The Political Arena
    • Traditional and Social Media
    • The Public
  • 4.3 Crafting a Winning Frame
    • Persuasive Narratives
    • Personal and Organizational Credibility
    • Effective Crisis Communication
  • 4.4 Effective Meaning-making
• 5 Ending a Crisis
  • 5.1 It Ain’t Over Till It’s Over
  • 5.2 How Crises End: Two Scenarios
    • The Fast-Burning Crisis
    • The Long-Shadow Crisis
  • 5.3 To End a Crisis: What Role for Leadership?
  • 5.4 Crisis Accountability: A Contest of Explanations
    • Accountability: Actors and Venues
  • 5.5 Managing the Accountability Contest
    • Facing Inquiries: Stonewalling versus Cooperation
    • Responding to Revelations: Denying Versus Acknowledging Error
    • Coping with Verdicts: Perseverance Versus Resignation
  • 5.6 Accountability, Blame Games, and Democracy
• 6 Learning and Changing
  • 6.1 Never Again!
  • 6.2 Learning from Crisis: Lessons from the Literature
    • Why Learning from Crisis Is Hard
  • 6.3 From Crisis to Reforms?
    • Why Crises Enable Reform
    • Critical Factors for Effective Reform
    • Conditions for Success
  • 6.4 The Tension Between Crisis Management and Reform Leadership
    • Repair or Reform?
    • Persuasion or Muscle?
  • 6.5 Ambivalent Opportunities: From Crisis-Induced Reforms to Reform-Induced Crises
• 7 How to Deal with Crisis
  • 7.1 Navigating Crises
  • 7.2 Grasping the Nature of Crises
  • 7.3 Improving Crisis Sense Making
    • To See Crises Coming
    • Develop a Clear and Timely Picture of the Unfolding Events and Their Implications
    • Rumors Are a Potential Source of Information
    • Dealing with the Stress of Crisis
  • 7.4 Improving Crisis Decision Making and Coordination
    • Centralizing Authority Is Overrated
    • But the Critical Decisions Should Be Made by Strategic Leaders
    • Crisis Planning Helps More than Crisis Plans Ever Will
  • 7.5 Improving Crisis Meaning Making
    • Leaders Who Do Not Communicate Persuasively Will Fail
  • 7.6 Improving Crisis Accounting
    • Crises Must Be Brought to Closure
    • Accounting for Crises is Inevitable – and Risky
    • Avoid Blame Games
  • 7.7 Improving Crisis Learning and Reform Craft
    • Learn – Don’t Just Copy or ‘Implement Recommendations’
    • ‘Sweeping’ Reforms Are Not the Only Way to Learn From Crises
  • 7.8 Being Prepared
    • Organizing and Selecting
    • Educating, Training, and Exercising
    • Cultivating Vigilance
  • 7.9 Prudent Crisis Leadership
• References
• Index

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