Ian Mitroff

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  Managing Crises Before They Happen

  $22.99

  From tragic accidents to public relations fiascos, we live in an increasingly crisis-ridden society. In fact, half of the major industrial accidents of the past century occurred in the last 20 years. Incidents such as Bhopal and the Exxon Valdez have become embedded in our consciousness, cultural icons of the worst sort. Other crises, less devastating but with serious impact on their businesses, occur almost daily. Why is this–and what can be done to reverse this disturbing trend? According to Ian Mitroff, one of the world’s leading experts on crisis management, the rise in the crisis rate is due to an ingrained “it-can’t happen-to-us” mentality–which, in turn, leads to a total lack of preparedness for crises. His solution? Find out in Managing Crises Before They Happen. This fascinating book provides readers with a powerful framework that will help them: * Recognize the early warning signals that almost always precede a crisis * Focus on the big picture, not just the details * Avoid becoming either the victim or the villain in a crisis situation * Understand the importance of personal character, corporate culture, and thinking outside the box to effective crisis management * Learn from one crisis things that can prevent or ameliorate the next.

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  Why Some Companies Emerge Stronger And Better From A Crisis

  $24.95

  Like many companies over the last few years, yours has probably done a great deal to reassess its physical, strategic, and financial vulnerabilities. But there is a huge difference between business continuity planning and true crisis management. Do your company and employees have the necessary “IQ” not only to withstand a crisis but also to come through it with strength and confidence? Ian Mitroff, recognized around the world as an authority in crisis management, has created a plan that goes well beyond “disaster preparedness” to help your company get accustomed to working in the face of some unsettling facts: * In an age of terror, cyberattacks, large-scale corporate fraud and more, crisis is no longer a question of if, but of when. * Your company, no matter its size, industry, or location, is not immune from this reality. * Your contingency planning will only be as effective as the human beings charged with putting it into action. Mitroff outlines seven distinct competencies your organization needs to handle crises effectively: * Right Heart (emotional IQ): By accepting crisis as an inevitability, you can process much of the shock and grief beforehand, and avoid making the effects of the crisis even worse through an unconstructive response. * Right Thinking (creative IQ): “Crises don’t give a damn for the ways in which we have organized the world,” so out-of-the-box thinking is essential. * Right Social and Political IQ: Understand that your business is subject not only to the particular pitfalls of its industry, but also to the universal and complex challenges that threaten all companies. * Right Integration (integrative IQ): Realize that crises are perceived differently by different stakeholders, and are never simple “exercises” that can be “solved.” Identify and reconcile these perceptions now so that the path is clear when the crisis strikes. * Right Technical IQ: “Think like a controlled paranoid” to uncover ways in which malicious forces could cause a crisis in your company. Question every assumption about what is “normal,” “impossible,” or “absurd.” * Right Aesthetic IQ: Reconsider the classic design of the corporation, which is meant to address problems as they arise, and move toward one in which crisis management is an overarching discipline on a par with, for example, finance. * Spiritual IQ: Reject the notion that people’s physical, mental, and spiritual beings are completely separate; recognize that crises cause us to question the very meani

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