View source for Crisis, recovery, and innovation: responsive organization after September 11

{{Type
|Type=Literature
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{{Literature
|Authors=Clayton M. Christensen,
|PublicationYear=2010
|Source=B
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{{Papers}}
{{Books}}
{{Categories
|Categories=Adaptive Cycle, Flexibility
|Category=Flexibility
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{{Abstract
|Abstract=bla
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{{Critical Reflection}}


=== Article ===
Title: Crisis, recovery, and innovation: responsive organization after
September 11
Publication: 2002. 

Abstract: September 11 opposed a terrible crisis, also for the companies directly or indirectly affected by it. This crisis destroyed important assets of companies and highly disrupted the operational activities of companies. However the paste with which companies restored from the crisis is remarkable. This research focuses on what the key elements were to resurrect from the crisis. Direct feedback from companies during and after the crisis resulted in interesting insights in the use of technology, people and other assets in crisis situations. We can link this research to the creative phase in the adaptive cycle. 

=== Thoughts ===
This article is interesting because its gives a record of company resurrection after a crisis. This stage of the adaptive cycle puts enormous pressure on a company's resources and creativity to be able to come out of the downwards spiral. The crisis of the eleventh of september was a very raw concrete crisis and the problems are also very concrete of nature. Dead people, destroyed datacenters, broken phone lines etcetera. The main driver of resurrection in this article are the people themselves. Confronted with a problem of this size and impact lead to an increase in creativity and problem solving of the people themselves.