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Managing crises before they happen

(What Every Executive and Manager Needs to Know About Crises Management)

Book details:
By: Ian I Mitroff 
Published by: AMACOM
Hardcover, 171 Pages

The Challenger explosion, Exxon Valdez, glass in Gerber baby foods, five USAir crashes in five years, the bankruptcy of Orange County. These were not natural disasters, but human-caused crises, and each day the list grows longer…

Today, any complex organization is susceptible to tragic accidents, human errors, and outright criminal acts. And each one can escalate exponentially, destroying lives and property, damaging reputations – even overturning market dominance – and infiltrating and undermining the well-being of the of the organization as a whole. The issue is not if your organization will suffer a major crisis, but rather how, when, and why your vulnerability will be exposed… and whether you will be victim or villain.

How does one manage in such a world? In Managing Crises Before They Happen, Ian Mitroff, widely regarded as the founder of crises management and one of the world’s leading authorities on its theory and practice, reveals the specific features of corporate culture that enable crises to erupt and flourish. In this fascinating book, he probes the psyche of the organization, pointing out how a mindset of “it can’t happen here” eventually leads to a breakdown of the entire system. He takes on the critical issue of truth-telling … offers practical advice and philosophical insights… and provides a framework for controlling and containing the damage.

Mitroff’s “Best Practice Model” demonstrates how managing crises effectively begins with mechanisms in place long before crises occur, and that only continuous proactive measures can prevent one or limit its impact. This powerful model explains:

  • How to detect the trail of early warning signals and recognize what precedes all crises

  • · Why five factors (types/risks, mechanisms, systems, stakeholders, and scenarios) are the key elements in managing before, during, and after crises

  • · How to determine risk factors outside your known and anticipated experiences

  • · How to prepare a robust “crisis portfolio” containing advance preparations

  • · How to construct a best “ worst case” scenario.

Managing Crises Before They Happen makes it clear that crises management is not a separate program, but an integral part of the entire management system. An important book, based on decades of experience, it promotes the kind of big picture thinking and practical knowledge you need to sidestep the pitfalls of an increasingly crisis-ridden environment.

Managing crises before they happen

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