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The purpose of this paper is to enrich the understanding of current models of organisational response to crises and offer additional perspectives on some of these models. It is also intended to confirm the value of fiction as a truth-seeking and hermeneutic device for enriching the imagination.

The study uses Daniel Defoe’s 1722 novel A Journal of the Plague Year to draw parallels between his portrayal of the London Great Plague of 1665 and the management of modern-day crises. Defoe uses London’s ordeal of the Great Plague to advise those subjected to future crises. Through his representation of plague-ridden streets, Defoe shows stakeholders acting in ways described in current crisis management literature.

The authors note how the management of the Plague crisis was unsuccessful and they challenge the very idea of managing a true crisis. The authors are able to illustrate and offer refinements to the Pearson and Clair (1998) and Janes (2010) models of crisis management as well as confirming the value of their constructs across a lapse of centuries.

Although it is an examination of a single novel, the findings suggest value in conceptualising organisational crises in innovative and more imaginative ways.

It confirms the heuristic value of using fiction to understand organisational change and adds value to current models.

The purpose of this paper is to offer an appraisal of the craft metaphor in management with particular reference to authority, resistance, care and the interior landscape of the manager/crafter.

This is a conceptual essay that draws on an autoethnography.

Respect for the limits of managerial and bureaucratic authority and an appreciation of the manager/crafter's interior landscape are crucial aspects of effective craft and management practice. Insights into the practice of craft may enhance understanding of how both craft and management are a potent brew of politics, power, people, history, reason, faith and authority and just how crucial the interior landscape of the manager/crafter is.

This article offers a focus on an inadequately examined aspect of management/craft – the interior landscape of the manager – that is informed by an auto-ethnography and suggests a case for conceptualizing management as craft, with implications for management development.