“THINKING THE UNTHINKABLE” — LEADERSHIP'S ROLE IN CREATING BEHAVIORAL READINESS FOR CRISIS MANAGEMENT

Abstract

Even highly competitive, successful organizations face crisis, defined as “a low‐probability, high‐impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly” (Pearson & Clair, 1998; p. 60.). This paper describes the challenges facing leaders and managers attempting to prepare their organizations to engage in effective crisis management. The paper contends that when behavioral readiness is absent, crisis management effectiveness is a matter of chance. The behavioral model draws salient contributions from role theory, learning theory, and multilevel theory and applies them to the body of crisis management theory developed over the past two decades by Mitroff and his associates as well as the recent work of Pearson and Carr (1998). Five propositions are developed and implications for research and practice are presented.

Citation

Smits, S.J. and Ezzat Ally, N. (2003), "“THINKING THE UNTHINKABLE” — LEADERSHIP'S ROLE IN CREATING BEHAVIORAL READINESS FOR CRISIS MANAGEMENT", Competitiveness Review, Vol. 13 No. 1, pp. 1-23. https://doi.org/10.1108/eb046448