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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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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 14 December 2019

Adapting to a Complex World

Adapting to a Complex World

Challenging Assumptions During a Crisis

Chapter:
(p.134) 10 Adapting to a Complex World
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/9780195328721.003.0013

This chapter adopts two perspectives to examine major assumptions about developing teams and carrying out crisis plans. It looks first at assumptions made by mainstream crisis management and then at how those assumptions are modified and extended by theories of complexity and organizational learning. Topics discussed include assumptions about teamwork, crisis planning, and crisis plans versus the enacted environment.

Keywords:   crisis management, crisis planning, complexity, organizational learning

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