KEY FEATURES: This innovative text takes a transformative approach, emphasizing how organizations can seek to be excellent, learn and build organizational capacity, maintain trust and goodwill of their key stakeholders, and rebuild after crises. A chapter on transformative leaders underscores the crucial role of leadership, mindset, and values. Real-world cases analyze the cause and impact of crises at organizations including Apple, Uber, SpaceX, and Wells Fargo, keeping readers on the front line of the field. Case Analysis boxes feature questions designed for students to directly apply knowledge learned from the text to real-world situations. Global Insight boxes examine cultural differences around the world and how they impact managerial decisions during trying times. Ethical Insight boxes highlight the importance of moral ownership and courage during crises. Self Organizational Assessments and Experiential Exercises encourage readers to apply knowledge to one’s own context and experience. Interwoven discussions of how modern technologies are changing the business landscape demonstrate how organizations are working to remain competitive and maintain the trust of their stakeholders.

Transformative Crisis Management: An Overview

Transformative Crisis Management: An Overview

3 Transformative crisis management: An overview

We are not enemies, but friends. We must not be enemies. Though passion may have strained, it must not break our bonds of affection . . . when again touched, as surely they will be, by the better angels of our nature.

–Abraham Lincoln

Managing organizational crises is complicated and challenging because they are threatening, urgent, ambiguous, stressful, and emotional situations. As a result, leaders and other individuals often find it difficult to perform under pressure and miss opportunities to contain damage swiftly, innovate, problem-solve, communicate the competence and character of the organization, learn, and grow from the experience. Instead, they tend to take a short-term, defensive, reactive, and self-interested approach that results in other stakeholders ...

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