DEEP Insight

Lifesaving Tools for Crisis Management Premium

When a crisis flares up, nobody is safe. This dossier will help you to manage crises better – before, during and after.

This executive dossier includes the following articles:

Picking Up the Signals That Trigger Crises Premium

Attentional Triangulation

Rerup, Claus

Drawing on extensive research on the rare crises faced by Novo Nordisk and the Roskilde Festival in Denmark, this article presents a framework for thinking about attention. It identifies several steps that companies can take to improve their attention quality. Attentional triangulation encompasses three dimensions: stability, vividness and coherence. Managerial decision-making to prevent rare crises lies at the intersection of these dimensions. By implementing a system of attentional triangulation, companies improve their capability to pick up on signals that impending crises give off before they happen.

How to Manage a Crisis Before It Hits Premium

Reputation & Communication

González Herrero, Alfonso

No industry or company is safe from crisis. Every company's reputation is potentially vulnerable to accidents, strikes, cyberattacks or data theft. How well a firm's reputation and balance sheet hold up in a crisis will depend on how well the firm communicates with stakeholders and with traditional and online media. The old-style approach to crisis management was reactive: Companies hoped that nothing would go wrong and that, if it did, management would have the competence and know-how to handle the situation. Experience shows, however, that good crisis management requires forecasting and planning. In this article, we look at key issues companies must address in order to safeguard their reputations.

Leadership Under Pressure: Communication Is Key Premium

Guide to Taking the Reins

Pin Arboledas, José Ramón

Let's not kid ourselves: crises happen, even with contingency plans in place. And it's in high-pressure situations like these when true leadership is tested. Citing numerous case studies, the author provides a guide to help managers lead their companies when the unthinkable happens. It starts with taking responsibility and assembling the ideal management team for the crisis at hand. This means communicating in a personal way, with transparency, consistency and a long-term vision, so as to prevent uncertainty from crippling the organization. Companies also need to learn from a crisis, in order to prepare for the next storm brewing on the horizon -- because, like it or not, other crises will inevitably arise.

An Ethical Approach to Crisis Management Premium

Cleaning Up Your Act

Schwartz, Mark S.; Cragg, Wesley; Hoffman, W. Michael

Executives who ignore the ethical dimensions of crisis management expose themselves to serious risks that can lead to the collapse of their firms. The authors use the 2010 BP oil spill in the Gulf of Mexico as a cautionary example of what happens when a company fails to make decisions based on and directly connected to a set of core ethical values, such as trustworthiness, responsibility, caring, citizenship, respect and fairness. They outline how to construct an ethical corporate culture, which will make firms better equipped to deal with a crisis when it occurs, so that they emerge stronger and more respected as a result.


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