Managing Change in Extreme Contexts (Routledge Studies in Organizational Change & Development)

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Managing Change in Extreme Contexts (Routledge Studies in Organizational Change & Development)

Denyer, David (EDT)/ Pilbeam, Colin (EDT)

ウェブストア価格 ¥14,375（本体¥13,069）
Routledge（2016/08発売）
外貨定価 US$ 68.99
ポイント 130pt

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製本 Paperback:紙装版/ペーパーバック版／ページ数 280 p.
言語 ENG
商品コード 9780415532822
DDC分類 658.4062

Full Description

Big mistakes, misconduct, serious accidents and other disasters are normally followed by investigations which explore what went wrong. These produce recommendations to limit the damage from a future event, or to prevent it altogether. In many cases, this doesn't happen, and 'repeat crises' occur. Why should this be the case? Surely, in the aftermath of extreme events, readiness for change will be high?

This book shows how the conventional 'rules' of change management do not always apply in extreme contexts. It explores other perspectives and approaches, as well as the challenges of implementing change in the aftermath of extreme events. Disastrous and tragic, such events are also useful in providing an audit of organizations' systems, procedures, practices, cultures, norms, and behaviours, exposing gaps and flaws. The chapters in this book also establish guidelines for practice, noting that conditions at the implementation phase have implications for crisis management and the conduct of investigations.

In providing a comprehensive analysis of organizational change and crisis management, the book develops a fresh conceptualization of change and change processes in extreme contexts. The result is a resource that will be vital reading for advanced students, researchers and managers involved with organizational studies and crisis management.

Part I: The Context 1. What's the Problem? Part II: Incident Analyses 2. Fatal Failures to Change?: The Case of Haringey Social Care 3. Mayland, Torrens and Mitcham 4. Fire and Rescue Services 5. Emergency Service Arrangements in the Aftermath of the 2009 Victorian Bushfires 6. How a Changing Virus Changed a Hospital Change Agenda Part III: Addressing the Problems 7. Who to Blame: Losing Sight of the Big Picture 8. The Successful Management of a Clostridium Difficile Outbreak 9. Rebuilding a Nuclear Reprocessing Site after a Serious Spillage 10. Instilling a Culture of Mindfulness Part IV: Solutions 11. Safety in High Security Mental Health 12. Management Development for Post-Crisis Processes 13. Approaches to Post-Crisis Change Appendix I: The Literatures of Change and Crisis Management Appendix II: Research Methods for Studying Extreme Events