Talk:Reframing crisis management

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Psychological views on crisis -- Kristina Tasheva 00:07, 3 June 2012 (CEST)

Part of the paper examines the roles of individuals in creating a crisis. According to some cognitive studies, three core assumptions have been made :

  • It causes wicked problems
  • The people are limited in their information-processing capabilities during a crisis
  • Crisis arise managers or executives have responded irrationally and enacted errors by bias and other shortcomings in their information processing and decision-making.

The psychological views on crisis are focused on cognitive theories in crisis management. As discussed in the article however, less frequently the psychoanalytic bases have been examined. In the whole paper has been developed a theory explaining the different views on crisis, but all of them automatically assume that there are organizations that are prone-crisis and organizations that are “crisis-prepared”.

Since part of the paper focuses our attention on the psychological problem of “trauma” and how those that are affected by an unpleasant and obnoxious event, are likely to become “victims” ,we can go deeper into that topic by taking into account the similarities between the behavior of an individual and the way organization acts in a situation of a crisis, before it occurs and after that- when it is already in a state of “panic”. if we need to make an analogy to the behavior of the “victims” and the organizational culture in general, two main points may occur:

  1. "Bad things can't happen to me"--> When a crisis appears, the "victims" beliefs have been challenged.
  2. Crisis occurs--> "Victims" loose their sense of worth.
  3. In the role of the "victim" might be a leader-->the organization-level impact may occur


In the first case, we may see a behaviour of denial that sometimes describes a whole organizational culture. Those companies that are in a stable and comfort position, that have a sense that nothing bad could happen with or without taking any measures to prevent a potential danger. In relation to the second point, Weick (1988, 1989) discusses the role of individual sense making and mental models in the creation of a crisis and illustrates that instrumental to understanding the crisis often intensifies the crisis. Linking this to the Adaptive Cycle would lead us to the following assumption: If in a situation of a crisis the individuals are more likely to lose the feeling of security and due to time limit are incapable of processing the information in the same way they have done it before, then this may influence the results leading to a completely different outcome when it comes to the “new combinations part” of the Adaptive Cycle. In that respect, the people who need to make a decision or to solve a problem during the crisis most probably will think of possible solutions but consistent with the time frames they may have, this would decrease the phase of exploring vastly.

-- Stefania Dangila 15:14, 4 June 2012 (CEST)

The article talks about different types of crisis and provides a management theory research about crisis. An observation is that the current world crises, including many organizational problems, can no longer be solved or managed through traditional approaches and methods; they require new ways of thinking and solutions to deal with chaotic situations. Thus, crises management requires nonlinear thinking, flexible and fluctuating structures that will contribute to the organization's salvation and evolution. Flexible organizations that learn how to adapt on the changing environment have more chances of surviving.