Leading Contemporary Organizations
Psychodynamic Perspectives on Crisis and Change
Seiten
2020
Cambridge University Press (Verlag)
978-1-316-61475-4 (ISBN)
Cambridge University Press (Verlag)
978-1-316-61475-4 (ISBN)
Fraher explains how the likelihood of crisis increases when leaders are challenged to make difficult decisions in ambiguous contexts. This accessible textbook will appeal to business students and researchers studying leadership, change and crisis, as well as progressive-minded business leaders keen to improve their own organizations.
Why do organizations fail? What hinders otherwise responsible leaders from recognizing looming disasters? What prevents well-intentioned people from responding properly to an emerging crisis? Using systems psychodynamics to analyze an array of international crises, Amy L. Fraher explores ethical challenges at Silicon Valley tech companies, the Wall Street implosions that led to the 2008 financial industry crash, and a wide range of social crises, policy failures, and natural disasters, offering a crisis management philosophy applicable in diverse settings. Rather than viewing crises as anomalies that cannot be anticipated, Fraher persuasively argues that crises can, and should, be embraced as naturally occurring by-products of any organization's change management processes. If leaders do not proactively manage organizational change, they will inevitably manage crisis instead. This accessible textbook will appeal to business students and researchers studying leadership, change and crisis, as well as progressive-minded business leaders keen to improve their own organizations.
Why do organizations fail? What hinders otherwise responsible leaders from recognizing looming disasters? What prevents well-intentioned people from responding properly to an emerging crisis? Using systems psychodynamics to analyze an array of international crises, Amy L. Fraher explores ethical challenges at Silicon Valley tech companies, the Wall Street implosions that led to the 2008 financial industry crash, and a wide range of social crises, policy failures, and natural disasters, offering a crisis management philosophy applicable in diverse settings. Rather than viewing crises as anomalies that cannot be anticipated, Fraher persuasively argues that crises can, and should, be embraced as naturally occurring by-products of any organization's change management processes. If leaders do not proactively manage organizational change, they will inevitably manage crisis instead. This accessible textbook will appeal to business students and researchers studying leadership, change and crisis, as well as progressive-minded business leaders keen to improve their own organizations.
Professor Amy L. Fraher is a retired US Navy Commander and Naval Aviator, and former United Airlines pilot, currently serving as head of department in the Southampton Business School. She has authored several books, including Thinking Through Crisis: Improving Teamwork and Leadership in High-Risk Fields (Cambridge, 2011).
Preface; Crisis case studies; 1. Irrationality and crisis; 2. Leadership and crisis; 3. Change and crisis; 4. Hubris and crisis; 5. Sensemaking and crisis; 6. Ethics and crisis; 7. Identity and crisis; 8. Policy and crisis; 9. Power and crisis; 10. Paradox and crisis; Endnotes; References; Index.
| Erscheinungsdatum | 01.05.2020 |
|---|---|
| Verlagsort | Cambridge |
| Sprache | englisch |
| Maße | 152 x 227 mm |
| Gewicht | 440 g |
| Themenwelt | Geisteswissenschaften ► Psychologie ► Arbeits- und Organisationspsychologie |
| Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation | |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| ISBN-10 | 1-316-61475-1 / 1316614751 |
| ISBN-13 | 978-1-316-61475-4 / 9781316614754 |
| Zustand | Neuware |
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