PART I. FOUNDATION: UNDERSTANDING THE BASICS
Chapter 1. The Nature of Organizational Crises: Understanding Its Structure
| What Are the Attributes of a Crisis? |
|
| What Are the Causes of Crises? |
|
| What Are the Consequences of a Crisis? |
|
| What Are the Forms and Types of Crises? |
|
| What Are the Phases of a Crisis? |
|
Chapter 2. The Nature of Crises Continued: Crises as Change
| Why Is a Crisis a Change for Organizations? |
|
| How Can Organizational Decline Cause Crises? |
|
| How Can Organizational Growth Cause Crises? |
|
| How Do Crises Situations Differ from Other Forms of Change? |
|
| What Are the Implications for Crisis Management? |
|
Chapter 3. Transformative Crisis Management: An Overview
| What Does it Mean to be Transformative? |
|
| What Are Some Benefits of a TCM Approach? |
|
| What Are the Intellectual Roots of a TCM Approach? |
|
| What Are the Phases of Transformative Crisis Management? |
|
| What Are Some Critical Processes that Foster TCM? |
|
| Differences between a Non-Transformative Crisis Management and a TCM Approach |
|
PART II. CRISIS PREPAREDNESS: BUILDING RESOURCES
Chapter 4. Transformative Leaders
| How Are Leaders a Resource during TCM? |
|
| What Is a Transformative Mindset? |
|
| What Are Some Important Transformative Values? |
|
| What Are Some Important Leadership Traits? |
|
| What Are Some Important Leadership Abilities? |
|
| What Are Some Important Sources of Power? |
|
| How Can Leadership Capacity for TCM be Built? |
|
Chapter 5. Transformative Individuals
| How Are Individuals a Resource during TCM? |
|
| What Mindsets and Values Are Important? |
|
| What Are Some Important Personality Traits? |
|
| What Are Some Important Abilities? |
|
| How Can Organizations Support Transformative Individuals? |
|
Chapter 6. Organizational Culture, Identity, and Character
| What Are Organization Culture, Identity, and Character? |
|
| How Are Organizational Culture, Identity, and Character Resources During TCM? |
|
| How Can a Transformative Organizational Culture, Identity, and Character be Built? |
|
| Transformative Values and Traits Assessment |
|
Chapter 7. Positive Stakeholder Relationships and Adaptable Infrastructure
| Positive Stakeholder Relationships |
|
| What Is a Positive Stakeholder Relationship? |
|
| How Are Positive Stakeholder Relationships a Resource? |
|
| How Can Leaders Identify their Organizations Key Stakeholders |
|
| Adaptable Infrastructure as a Resource during Crisis Management |
|
| Concluding Crisis Preparedness |
|
| Organizational Assessment Exercise |
|
Chapter 8. Crisis Containment: Managing Crises in Positive Ways
| Why Is Containing a Crisis a Challenging Task? |
|
| What Is Effective Crisis Containment? |
|
| What Are the Stages of Crisis Containment? |
|
| How Can Leaders Effectively Contain a Crisis? |
|
| Crisis Leadership Assessment |
|
Chapter 9. Post-Crisis Recovery: Addressing Damage, Deriving Positive Outcomes
| What Are Some Areas of Damage that May Need to be Addressed? |
|
| What Are Some Positive Outcomes that can be Attained? |
|
| How Can Leaders Repair Operational and Physical Damage? |
|
| How Can Leaders Effectively Facilitate Post-Crisis Recovery? |
|
Chapter 10. Post-Crisis Growth: Fixing, Rebuilding, Renewing
| What Is Post-Crisis Growth? |
|
| How Can Leaders Facilitate Learning during Post-Crisis Growth? |
|
| How Can Leaders Fix Problems and Rebuild Resources during Post-Crisis Growth? |
|
| How Can Leaders Foster Renewal and Vitality During Post-Crisis Growth? |
|
| What Steps can Leaders Take to Facilitate Post-Crisis Growth? |
|
| Organizational Post-Crisis Growth Assessment |
|
