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Contents

Introduction Acknowledgments About the Author 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? Conclusion Chapter 2. Organizational 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 Crisis Situations Differ From Other Forms of Change? What Are the Implications for Crisis Management? Conclusion 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? What Are Some Key Differences Between a Nontransformative Crisis Management and a TCM Approach? Conclusion PART II. CRISIS PREPAREDNESS: BUILDING RESOURCES Chapter 4. Transformative Leaders How Are Leaders a Resource during TCM? What Is a Transformative Mind-Set? 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? Conclusion Chapter 5. Transformative Individuals How Are Individuals a Resource during TCM? What Mind-Sets and Values Are Important? What Are Some Important Personality Traits? What Are Some Important Abilities? How Can Organizations Support Transformative Individuals? Conclusion Chapter 6. Organizational Culture, Identity, and Character What Are Organizational 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? Conclusion Chapter 7. Positive Stakeholder Relationships and Adaptable Infrastructure Positive Stakeholder Relationships Adaptable Infrastructure as a Resource during Crisis Management Concluding Crisis Preparedness PART III. UNDER PRESSURE: Crisis Containment, Recovery and Growth Chapter 8. Crisis Containment: Managing Crises in Positive Ways Why Is Containing a Crisis Challenging? What Is Effective Crisis Containment? What Are the Stages of Crisis Containment? How Can Leaders Effectively Contain a Crisis? Conclusion Chapter 9. Postcrisis 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 Psychosocial Damage Be Healed During Recovery? How Can Leaders Effectively Facilitate Postcrisis Recovery? Conclusion Chapter 10. Postcrisis Growth: Fixing, Rebuilding, Renewing What Is Postcrisis Growth? How Can Leaders Facilitate Learning During Postcrisis Growth? How Can Leaders Fix Problems and Rebuild Resources During Postcrisis Growth? How Can Leaders Foster Renewal and Vitality During Postcrisis Growth? What Steps Can Leaders Take to Facilitate Postcrisis Growth? Conclusion Organizational Postcrisis Growth Assessment Index

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