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Two experienced corporate crisis advisors offer a thorough and approachable guide to successful crisis management from anticipation to resolution. All organizations face crises from time to time, and at a time when news, information (or misinformation), and rumors can spread quickly, a timely and thoughtful response to a crisis, is critical. In this book, two industry insiders offer a primer on how organizational leadership should prepare for and handle crises. The steps, plans, and cautions they offer show how organizations can deal openly and honestly with challenges while continuing to survive and prosper. Thomas A. Cole and Paul Verbinnen show how successful crisis management requires a multi-disciplined approach enacted collaboratively under strong leadership. Drawing on many real-world examples, they speak to not only what to do during a crisis, but also the need for preparedness and post-crisis follow-up. The book is organized around a broad range of discrete issues that need to be addressed in managing any crisis and provides the steps required to successfully address each of those issues. The authors urge crisis managers to focus attention equally on four phases of management: prepare, execute, recover, and then repeat (after reflecting on the results of the last crisis) with the next one. The emphasis is on preparation and planning, setting up the procedures, and organizing the teams that will respond to each crisis. Unlike other crisis books that focus solely on communication, Collaborative Crisis Management goes further and in addition to communication, it discusses both the legal obligations and organizational challenges that accompany a crisis. The result is an indispensable guide for leaders, board members, and business students.
Crisis management. --- organizational leadership, crisis management, collaboration, cooperation, preparation, recovery, planning, procedures, teams, strategy, business, institutional organization, nonfiction, communication, board of directors, law, legal system, corporations, decision making, judgement, nonprofit, not for profit, resolution, mediation.
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In the Interest of Others develops a new theory of organizational leadership and governance to explain why some organizations expand their scope of action in ways that do not benefit their members directly. John Ahlquist and Margaret Levi document eighty years of such activism by the International Longshore and Warehouse Union in the United States and the Waterside Workers Federation in Australia. They systematically compare the ILWU and WWF to the Teamsters and the International Longshoremen's Association, two American transport industry labor unions that actively discouraged the pursuit of political causes unrelated to their own economic interests. Drawing on a wealth of original data, Ahlquist and Levi show how activist organizations can profoundly transform the views of members about their political efficacy and the collective actions they are willing to contemplate. They find that leaders who ask for support of projects without obvious material benefits must first demonstrate their ability to deliver the goods and services members expect. These leaders must also build governance institutions that coordinate expectations about their objectives and the behavior of members. In the Interest of Others reveals how activist labor unions expand the community of fate and provoke preferences that transcend the private interests of individual members. Ahlquist and Levi then extend this logic to other membership organizations, including religious groups, political parties, and the state itself.
Labor unions --- Labor movement. --- Political activity. --- ILWU leaders. --- ILWU members. --- International Brotherhood of Teamsters. --- International Longshore and Warehouse Union. --- International Longshoremen's Association. --- Maritime Union of Australia. --- Waterside Workers' Federation. --- activist unions. --- aggregate behavior. --- altruism. --- business unions. --- cooperation. --- economic opportunities. --- economism. --- equilibrium selection. --- ethnic divisions. --- governance arrangements. --- governance equilibrium. --- governance. --- ill-formed beliefs. --- individual members. --- industrial efficacy. --- information acquisition. --- internal heterogeneity. --- international trade. --- labor organization. --- labor unions. --- leadership rents. --- members. --- membership organizations. --- national-level organizations. --- nationalist groups. --- organization governance. --- organizational governance. --- organizational leaders. --- organizational leadership. --- organizational norms. --- political activism. --- political beliefs. --- political causes. --- political commitments. --- political mobilization. --- political opinions. --- religious divisions. --- selective incentives. --- self-selection. --- social justice. --- social networks. --- solidarity. --- state-building. --- trade liberalization. --- trade restrictions. --- union activities. --- union activity. --- union leaders. --- union. --- unions. --- volunteering.
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