This practice book bridges the gap between theory and the practitioner’s perspective, optimized for the critical phrase “crisis management for practitioners.”
Beginning with a brief note on crisis management theory, it provides an elementary explanation of the causes of crises, a characterization of organizations, and leading principles in crisis management. The author then discusses ten types of crises identified through research for this book. Each crisis type is accompanied by case studies and a principled approach to addressing the problem.
These discussions reveal the diversity of crisis solutions. Solutions need not always involve layoffs or downsizing; there are remedies for every aspect of organizations, such as infrastructure, staff, ICT, and processes. To address a crisis effectively, you need to compose a tailored solution that suits the specific cause. Sometimes, the solution is already known, but you may require an interim manager to help implement it.
The book includes testimonials from practice, showing different sides of the same problem. It is written for interim managers with a strong “doer mentality,” making crisis management for practitioners.
The book concludes with lessons learned in crisis management, including:
- 80% of problems arise from poor communication.
- “Soft doctors make stinky wounds”; deep cuts may be necessary.
- Avoid gossip and communicate with everyone.
- Respect all parties, including unions.
- Never spoil a good crisis, as it can help achieve goals.
- Situations are often worse than the client realizes.
- Beware of rosy stories.
- Distrust those who speak “for the whole group” spontaneously.
- Solutions are often already known, so listen carefully.
- Build trust with quick, short-term results before moving to longer-term issues.
- A lack of the correct information is key to many crises; overlooking things can be disastrous.