Showing papers on "Crisis management published in 1991"

Victims and Shareholders: The Dilemmas of Presenting Corporate Policy During A Crisis

Abstract: Corporate crises—such as accidents, scandals, and product safety incidents—exacerbate stakeholder demands in such a way that conflict can arise between the interests of shareholders and crisis vict

The bureau-politics of crisis management

Abstract: Bureau-political tensions and competition are an often neglected, yet crucial element in crisis management. Bureau-politics in crisis management runs counter to pervasive notions that portray centralization and concentration of power as the dominant mode of administrative response to crisis. This article presents empirical evidence suggesting the importance of bureau-politics in the planning, response and post-crisis stages of crisis management at both strategic and operational levels of action. Again contrary to conventional wisdom, it is argued that such interagency tensions may fulfill various positive functions: they put crisis agencies to the test; they serve to counteract ‘groupthink tendencies; they foster a certain degree of openness; and they may facilitate democratic control of far-reaching crisis management policies.

Avoiding War: Problems Of Crisis Management

Abstract: Part 1 Framework of the study: is research on crisis management needed?, Alexander L. George plan of the study, Alexander L. George the tension between "military logic" and the requirements of diplomacy in crisis management, Alexander L. George a provisional theory of crisis management, Alexander L. George. Part 2 Inadvertent wars: introduction, Alexander L. George the Crimean War, Richard Smoke the role of crisis mismanagement in the outbreak of the World War I, Jack S. Levy the US-China War in Korea, Allen S. Whiting the Arab-Israeli War of 1967, Janice Gross Stein the Suez War of 1956 - communication in crisis management, Christer Jonsson. Part 3 Crisis management without war: introduction, Alexander L. George the Berlin Blockade crisis of 1948-1949, M. Steven Fish the Cuban missile crisis, Alexander L. George the Sino-Soviet border crisis of 1969, Arthur A. Cohen. Part 4 Superpower involvement in Middle East conflicts: introduction, Alexander L. George the Arab-Israeli War of 1967, Yaacov Bar-Simon-Tov the war of attrition, 1969-1970, Yaacov Bar-Siman-Tov. Part 5 Factors influencing crisis management: introduction, Alexander L. George strategies for crisis management, Alexander L. George the role of intelligence in crisis management, Stan A. Taylor and Theodore J. Ralston crisis bargaining codes and crisis management, J. Philip Rogers rules of engagement, Scott D. Sagan the impact of crisis-induced stress on policy makers, Jerrold M. Post. Part 6 Prospects - new challenges, new opportunities: introduction, Alexander L. George crisis management in Europe - old mechanisms and new problems, Phil Williams the future of "military diplomacy" in US-Soviet relations, Kurt M. Campbell. Part 7 Findings and recommendations: Alexander L. George.

Toward a systemic crisis management strategy: learning from the best examples in the US, Canada and France

Abstract: While managing industrial crises has become a pressing necessity, many managers have not yet developed a substantive effort in the area and/or still focus only on the reactive and technological sides of crisis management. Based on 350 confidential interviews conducted during the last five years in American, Canadian and French firms, we discuss in this article some of the most innovative efforts that managers who have embraced a systemic perspective have implemented in their organizations. We hope that these suggestions will assist managers in undertaking a more systemic crisis management strategy in their organizations in the future.

Deterring or Coercing Opponents in Crisis: Lessons from the War With Saddam Hussein

Abstract: : This study applies an experimental interdisciplinary methodology (Davis and Arquilla, 1991) for understanding the possible reasoning of opponents in crisis and conflict and for using that understanding to develop well-hedged and adaptive deterrent strategies. First, we develop alternative models of Saddam Hussein's reasoning over the period of February 1990 to February 1991, using only information available during the crisis rather than exploiting the benefits of hindsight. We then explain Saddam's behavior retrospectively and argue that having developed and worked with the alternative models during the crisis could have materially improved the formulation of U.S. strategy. We next use the models to analyze such speculative questions as 'could we have deterred Saddam?' and to suggest more general conclusions about appropriate strategies of deterrence in future crisis. Finally, we recommend major changes in the processes by which the U.S. prepares for contingencies in peacetime and deliberates about strategy as a crisis develops.

Knee-deep and rising: America's recycling crisis.

Abstract: Every year, Americans generate 180 million tons of solid waste, 70% of which goes into landfills. Since 1979, the United States has exhausted more than two-thirds of its landfills; another one-fifth will close over the next five years. Solving the problem will require a new understanding between industry and government--an understanding that combines industry competence and government authority. But the two sides are mired in an unfortunate combination of good intentions and failed systems. A classic example that epitomizes the problem is the recycling of plastics. Two stories capture the sense of chaos that pervades the recycling of plastics. The first is a comedy of errors played out in Minneapolis, Minnesota, where the city council passed a measure that would have banned all plastic packaging from the city. In this case, the government acted without the competence of industry. The second story involves McDonald's decision to abandon its polystyrene packaging and switch to plastic-coated paper. In this case, a single business's approach to recycling proved fruitless because of the lack of government authority. According to the authors, five principles provide the underpinnings to a new solid-waste management infrastructure: business and government are partners; the infrastructure is a system and must operate in balance; economics and politics must act as partners; all levels of government have roles to play; and generating less trash and recycling more depends on a workable system. Setting up the system will require an infrastructure that balances supply and demand, an advisory committee to manage the infrastructure, and a management system that uses incentives and disincentives to balance the system.

Crisis management: the psychological dimension

Abstract: In the last decade an enormous amount of research has been conducted on the psychological aspects of the human response to traumatic events. During the same period managers and management consultants have developed sophisticated procedures for responding to traumatic events that occur in the work place. This paper combines a number of key aspects of both and proposes strat egies for enhancing the overall effectiveness of crisis management by focusing upon the stress experienced by management and employees in the aftermath of traumatic events.

Managing Working Capital Crises – A System Dynamics Approach

Abstract: The article analyses the “pros” and “cons” of different strategies to be adopted to manage and avoid working capital crisis situations in any organisation. The working capital position depends on many organisational parameters which are interrelated and interdependent, and also vary over time. In such a situation, the use of a system dynamics approach has been advocated to reflect the relevant dynamic cause‐and‐effect relationships for the development of appropriate long‐term and short‐term strategies.

Thinking About Opponent Behavior in Crisis and Conflict: A Generic Model for Analysis and Group Discussion

Abstract: : This paper combines insights from strategic analysis, cognitive psychology, gaming, and artificial intelligence modeling to describe a theory and concrete methodology for thinking about the likely and possible reasoning of opponents before or during crisis and conflict. The methodology is intended for use in analysis and defense planning, especially planning for possible limited contingencies. We anticipate that the methodology can be employed in group discussions with policymakers and senior officers, not merely at the analyst-to- analyst level. It is part of a study of peacetime contingency planning and crisis decisionmaking, the objectives of which are (a) to develop a conceptual approach for thinking about the likely and possible reasoning of opponents before or during crisis and conflict, (b) to evaluate the approach against historical cases (including the recent crisis in Iraq), and (c) to refine techniques for applying the approach in both analysis and group discussions. Here we are concerned primarily with (a) and (c).

The Zeebrugge ferry disaster

Abstract: On Friday 6 March, 1987, at approximately 19:30 the Herald of Free Enterprise ferry boat capsized just outside the Belgian harbour of Zeebrugge. Almost 200 people died as the ship sank very quickly. This article examines the emergency operations that followed the disaster from the perspective of information and communication dynamics. Five specific aspects are thus analyzed in greater detail and elements of an alternative scenario are suggested for each of them: the initial alert and the subsequent mobilization of the emergency services; the information-handling performance of the crisis center; interorganizational communication between disaster-relief agencies; external communication to survivors, families and next of kin; the management of the mass media. It is concluded that, when examining the crisis management operations more closely, the alleged success of Belgian disaster relief operations at Zeebrugge appears in many respects something of a myth.

Intuitive skills in crisis management.

Abstract: This article is a synthesis of nursing and management research findings on intuition and explains why intuition is particularly useful in crisis management. Drawing on applications from organizational psychology, it includes ways to enhance the nurse's ability to exercise and develop intuitive skills. The authors assert that the highly complex, rapidly changing, and often unpredictable circumstances that require crisis management in nursing are best met through applying the complementary cognitive skills of analytic reasoning and intuition.

Fire alarms and siren songs: the role of issues management in the prevention of, and response to, organizational crises:

Abstract: The focus of this paper is on the interplay between and among issues and crisis management. These linkages have not been previously explored in any depth. This analysis addresses: (1) the process by which issues become crises and suggests specific criteria to evaluate the potential for an issue to become a crisis ; (2) offers reasons why organizations miss the warning signs of impending crises; and (3) offers examples of recent crises and draws lessons from those experiences.

A distributed system for crisis management

Abstract: The paper describes the architecture of a distributed system to support crisis management. The system is designed to reduce the time required to make decisions, while maintaining decision quality. The design combines a number of technologies that have been proven useful in other applications, including computer supported idea generation, parallel processing, and data pipelining. In addition, the system provides a mechanism to filter information for use by an individual decision maker. It is expected that the system will improve the response to, recovery from, and mitigation of crises. >

Simulation-oriented scenarios

Abstract: This editorial introduction advocates the need to learn from experiences with crisis management in enhancing crisis preparedness and crisis management capabilities. It introduces the concepts of crisis, crisis management, and crisis decision making and goes on to present the method of reconstructive logic as a method of promoting learning about crises. In particular, it stresses the importance of developing alternative scenarios of crisis development and crisis management on the basis of empirical reconstruction of historical cases. Using “what if” methodology may challenge analysts and practitioners alike to achieve a more sophisticated understanding of crisis events and how they may be handled.

Organizing for public issues: environmental and organization predictors of structure and process.

Abstract: A study of 41 firms in the utility industry was conducted to investigate the relationship between environmental and organizational factors and variability in firm structures to address social issue...

C3I: Issues of Command and Control

Abstract: : Contents: (1) C3I in Crisis Management; (2) Communications; (3) Improving C3I; (4) C3I and Organizational Structure; and (5) Intelligence--The Eyes of C3I.

Crisis Intervention Teams in the Schools

Abstract: When a crisis occurs in the school setting, school officials must be prepared to handle the situation effectively and efficiently. One of the ways school officials can handle a crisis situation is through the use of crisis intervention teams. The steps in establishing a crisis intervention team in a school setting include: determining goals, performing a needs assessment, finding model programs, developing a membership pool, developing a training program, preparing and maintaining a list of resources and plans for support services, establishing a communication network, designating a base of operations, planning team meetings, keeping records, and implementing the phases of debriefing. A crisis management scenario is presented and discussed in terms of the steps.

The Use of Naval Forces in the Post-War Era: U.S. Navy and U.S. Marine Corps Crisis Response Activity, 1946-1990

Abstract: : Since the end of World War II, U.S. Naval forces have played a major role in at least 207 U.S. responses to international incidents and crises, exclusive of the Korean and Vietnam wars. This research memorandum summarizes these U.S. Navy and U.S. Marine Corps crisis management operations.

Extent, Type, Preferences and Consequences of Crisis Intervention Training for Teachers

Abstract: This study addresses the issue of including crisis intervention training as a component of teacher preparation programs. Results demonstrated that (a) few teachers receive training as a component of formal coursework, but the substantive majority are expected to perform crisis intervention at varying levels of involvement; (b) measurable improvements in self‐efficacy to perform interventions were achieved with short‐term training; (c) recognition and delivery training produced higher self‐efficacy than recognition training alone; and (d) recognition training using behavioral cues, rather than life events, was the preferred approach. Noting the important need for training of this type in teacher preparation programs, it was concluded that, if mental health instruction cannot be expanded generally, crisis intervention training should be provided specifically.

The superpowers and the Syrian-Israeli conflict

Abstract: Foreword Preface Summary The Context of the Syrian-Israeli Conflict, 1978-1989 Developments in the Conflict The U.S.-Israeli Relationship The Soviet-Syrian Relationship Beyond Crisis Management? Index

Big "Green Brother" Is Watching

Abstract: Big "Green Brother" Is Watching New Directions in Environmental Public Affairs Challenge Business With environmental awareness at an all-time high, companies are adopting proactive strategies that address consumer concerns. Everyone is talking "ecospeak," the language of accuracy in describing environmental problems and solutions. The Big "Green Brother" monitoring industry represents a collection of activist, regulatory, media and consumer interests. Keeping the dialogue flowing is public relations' challenge for 1991 and beyond. This month we celebrate the 21st birthday of the environmental movement, launched officially on "Earth Day," April 22, 1970. In many cultures, turning 21 represents coming of age. The analogy fits: the environmental movement has come of age, with increased regulatory and legislative efforts, the growth of highly organized and sophisticated grass-roots and special interest groups, and constant media attention. Now, companies must practice their business in an environmentally sound manner or pay the price. For public relations practitioners engaged in environmental counselling or "green marketing," this is a time of challenge and opportunity. The emerging eco-climate of environmentally conscious consumers requires experienced communicators to take their place among the leaders of the management team. "Credibility is at the core of an effective environmental communications program," said Riff Yeager, CEO/president, Yeager Pine & Mundale, a Minneapolis-based public relations firm. "Professional communicators build credibility by understanding constituent issues and crafting a program that addresses these issues in a meaningful way." Companies not used to factoring public relations professionals into the decision-making process may find themselves managing by crisis rather than practicing crisis management. A number of companies are responding to the environmental challenge with a sense of entrepreneurial adventure. "If we made a lot of money destroying this planet, we sure can make money cleaning it up," said Paddy Carson, vice president for environmental affairs, Loblaw Cos., Toronto, Canada's largest food distributor, at an environmental summit sponsored by Advertising Age held in New York City on Jan. 29. Carson, whose environmental marketing handbook, "Green is Gold," is now available (Harper & Row, United States; Harper Collins, Canada), was part of a panel discussion on the topic, "Products for the Green Market and Markets for the Green Consumer" at the New York summit. "We're moving away from a consumer society to a conserver society," he observed. Carson decried corporate inaction resulting from environmental complacency and dependence on statistics. He reminded the audience, comprised of hundreds of corporate and agency executives, that in 1776 it took only 26 people to change the world. "Remember the Boston Tea Party?" he chided. "It only takes 2 percent of the population to turn the country around." Two hot areas emerge The environmental public relations umbrella covers two distinct areas. One is pollution prevention. Companies required to reduce their emissions or releases into the environment must embark on communications programs outlined under federal, state and sometimes local regulations. (See ECOSPEAK: government style.) These public affairs programs often center on community relations. The other hot area is green marketing, in which public relations, advertising, promotion, merchandising and media relations are used to promote eco-friendly products. Whether a company is improving its environmental record or promoting environmentally sound products, it will be the "clean" organizations who write the ecospeak lexicon. There are four principles for beginners: * Make your environmental policy real. * Get out in front of the issues. * Go beyond compliance. …

Decision pathways from crisis

Abstract: Crisis simulation is by definition an exercise in cognitive structuring. It is argued that this automatically entails a search for heuristics and organizational decisions which might render complex, highly interactive social and technological situations comprehensible, hopefully amenable to being programmed and, ultimately, controlled. In this paper, a cognitive analysis is presented of alternative paths available to an organization that is in a crisis state to move away from crisis back to more routine modes of operation. Cognitive mapping of plausible post-crisis decision-paths results in a multi-path scheme that enables one to comprehend, even assess, the erratic development of political and socio-technological events in a post-crisis period. The specific example that is used to illustrate the applicability of such a multi-path scheme concerns the revival of NASA following the Space Shuttle disaster. In contrasting the cognitive opportunities in post-crisis situations with the cognitive failures implicit in pre-crisis settings, the multi-path simulation technique enables a more sophisticated understanding of the dynamics of crisis development.

Organizing for Response: The Unresolved Problem

Abstract: During the critical hours immediately following a significant spill, responders must perform three functions: determine the initial strategy and tactics, mobilize resources, and create the response organization. This paper examines the processes of creating and managing a smoothly functioning response organization. The current trend toward the creation of highly centralized response organizations based on the Incident Command System is criticized, based on research that demonstrates the need for a decentralized, flexible decision-making structure during a crisis. Research that examines the role of the external environment and organizational culture in the creation of effective crisis management organizations is identified. The formation of decision-centered organizations that effectively use decision-making groups is discussed. Until and unless these issues are better understood and addressed by disaster researchers and managers, organizing for response will remain an unresolved problem.

Crisis management shoring up america's economy and government

Abstract: Credit crunches, loss of competitiveness, and teetering on the edge of bankruptcy, in both business and government, are the most serious crisis problems now confronting a growing number of modern nations and this irrespetive of political persuasion. Further, the ultimate practical way these traumatic experiences can be alleviated and in future avoided is by an increase of governing capacity. More people in top positions need the qualities of the old-fashioned businessman, more legislators and policy makers need the long view; a perspective which includes survival knowledge as well as how to find balance in social change. Administrators who devote their whole lives to seeking the public good need more freedom and opportunity to experiment and innovate. The worst aspects of bureaucracy are found in all systems, and the nations that are courageous and resourceful enough to face them head-on and overcome them are the ones most likely to survive. Survival today appears in many guises. Can the nation-state surv...

Muddling through a nuclear-political emergency: multilevel crisis management in West Germany after radioactive fallout from Chernobyl

Abstract: Czada, R.M., 1991. Muddling through a nuclear-political emergency: multilevel crisis manage­ ment in West Germany after radioactive fallout from Chernobyl. Industrial Crisis Quarterly, 5: 293-322. Nuclear fallout from the Chernobyl reactor blaze took the West German au­ thorities completely by surprise. Attempts to control the situation encountered various obstacles: (1) insufficient preparedness; (2) rapidly evolving social conflicts and public demands; (3) complex, interwoven structures of compe­ tence; and (4) geographically fluctuating problem loads. Regression analysis indicates that the responses of lower-level administrations depended on the resources available to them, such as scientific expertise, measurement devices and administrati ve experience. The existence of local hazards and general risk perceptions also influenced crisis management. In particular, this article scru­ tinizes the organizational crisis evolving from conflicts between federal, state and local governments. A multilevel research design is applied to demonstrate how divergent radiological assessments and ill-defined responsibilities ampli­ fied the crisis, and how a degree of normalcy was recovered by interlocking the different levels of government.

Cruise Company Handles Crisis by the Book

Abstract: Crisis management preparedness means planning to deal with the unexpected before it occurs. Public relations practitioners who plan ahead hope they never have to put their plan into action. At Los angeles-based Crystal Cruises, the public relations director and the crisis management team managed a crisis by the book -- and found it worked. At the center of the incident was the Crystal Harmony, a $200 million luxury liner put into service in June 1990. The 49,000-ton vessel is operated by Crystal Cruises, a wholly owned subsidiary of NYK Line, Inc. of Tokyo. The company markets primarily to the North American upscale leisure market. On Monday, Oct. 1 at 7:15 p.m. Pacific time, Darlene Papalini, director, public relations, received a call at home. The caller was Douglas Duncan, senior vice president, sales. He told her that Captain Reidulf Maalen, commanding the Crystal Harmony, had just called by radio phone. He reported that a fire had broken out in the ship's auxiliary engine room at 7:32 p.m. Central time (5:32 p.m. Pacific time -- about an hour and a half earlier). No deaths or injuries occurred, but the ship was dead in the water, with only minimal emergency power. On board were 920 guests and 540 crew members. No other details were available. Maalen had promised to call back as soon as he had more to report. In the meantime, all ship-to-shore communications were cut off so the telephone and fax were open for emergency communication. Manual was prepared Steps for handling the situation were all carefully detailed in the company's "Crisis Communications Manual," a 61-page document in a ring binder. It is divided into five categories, classified by type of emergency. The categories are: Trade -- an emergency such as a strike or a delayed sailing; Business Page -- publication of material considered to be bad press, such as unfavorable financial information, or a sale of the company; Shipboard -- a natural catastrophe such as a hurricane, or an accident such as the ship running aground; Media -- a bomb threat, fire or threat of the ship sinking; and International -- a terrorist or other attack. Steps for managing each emergency vary. A group of company executives were designated to be members of a Crisis Management Team (CMT). Each executive received two copies of the manual; one to be kept in the office, and one at home. Top team members absent The fire, which was confined to the engine room and caused no deaths, was classified as a shipboard crisis. Papalini knew the first step was to advise the CMT members. At the top of the list was the president of Crystal Cruises, Arthur A. Rodney, designated as chief company spokesman. Next came the five executive vice president: Arthur Sbarsky, senior vice president, marketing -- team coordinator and alterante company spokesperson; Douglas E. Duncan, senior vice president, sales -- alternate spokesman; Captain Ingar Engan, senior vice president, marine operations -- on-site coordinator; Gregg Michel, senior vice president, finance -- financial/legal liaison backup; and Misuhito Takahashi, senior vice president -- Japanese media liaison. It was apparent to Papalini that the entire CMT would be needed. However, some of the team members were absent. The Crystal Harmony was in a normal sailing season pattern, so several members of the company's top management were traveling. Rodney and Michel were somewhere over the Pacific Ocean en route to meetings with NYK in Tokyo. Sbarsky had been in Miami for meetings and was flying home. Captain Engan was out for the evening. Corporate policy required at least one of the key CMT members to be in town at all times. This put Duncan in charge with Papalini as his primary backup. These backup designations were stated in the "Crisis Management Team Responsibilities" section of the crisis management plan. Duncan and Papalini left messages for Engan and Sbarsky. …