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Crisis Management in a Complex World$
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Dawn R. Gilpin and Priscilla J. Murphy

Print publication date: 2008

Print ISBN-13: 9780195328721

Published to Oxford Scholarship Online: September 2008

DOI: 10.1093/acprof:oso/9780195328721.001.0001

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Expecting the Unexpected

Expecting the Unexpected

Challenging Precrisis Assumptions

Chapter:
(p.112) 9 Expecting the Unexpected
Source:
Crisis Management in a Complex World
Author(s):

Dawn R. Gilpin (Contributor Webpage)

Priscilla J. Murphy (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195328721.003.0012

Most crisis experts agree that there are two essential areas that an organization must address before a crisis strikes. First, the organization needs to cultivate and maintain good relationships with important constituencies such as employees, the community, suppliers, customers, stockholders, and media. Second, the organization needs to monitor its environment to ensure that it becomes aware of emerging problems and resolves them before they reach crisis proportions. This chapter considers each of these two efforts, showing how a complexity perspective enhances mainstream crisis management thinking.

Keywords:   crisis management, crisis planning, complexity

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