Managing Change in Extreme Contexts

Herausgeber: Denyer, David; Pilbeam, Colin

• Gebundenes Buch

Produktbeschreibung

Big mistakes, misconduct, serious accidents and other disasters are normally followed by investigations which explore what went wrong. However, in many cases the recommendations are very rarely acted upon. This book shows how the conventional 'rules' of change management do not always apply in extreme contexts. It explores other perspectives and approaches, as well as the challenges of implementing change in the aftermath of extreme events.

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Produktdetails

• Verlag: Taylor & Francis
• Seitenzahl: 324
• Erscheinungstermin: 24. Februar 2015
• Englisch
• Abmessung: 234mm x 156mm x 19mm
• Gewicht: 630g
• ISBN-13: 9780415532808
• ISBN-10: 0415532809
• Artikelnr.: 39148289

Autorenporträt

David Denyer is Professor of Organizational Change at Cranfield University, UK Colin Pilbeam is Senior Research Fellow in Organization Studies at Cranfield University, UK

Inhaltsangabe

Part I: The context 1.What's the problem? (David A. Buchanan and David
Denyer) Part II: Incident analyses 2.Fatal failures to change? The case of
Haringey social care (Dominic Elliott and Allan Macpherson) 3.Mayland,
Torrens and Mitcham (David A. Buchanan, David Denyer and Cíara Moore) 4.'A
firefighter is a firefighter is a firefighter': the breakdown of
sensemaking and leadership at Richley fire station (David Denyer) 5.'Stay
or go'? The 2009 Victorian bushfires (Martina K. Linnenluecke and Andrew
Griffiths) 6.Wattle Park Hospital - responding to an outbreak of the
Norovirus (Clare Kelliher) Part III: Addressing the problems 7.Who to
blame: losing sight of the big picture (Colin Pilbeam) 8.No slippage:
sustaining control of healthcare acquired infections (Colin Pilbeam and
David A. Buchanan) 9.THORP: leading change in extreme contexts (David Den
yer) 10.Towards a high reliability organization at CSL (David Denyer and
Glenn Sibbick) Part IV: Conclusions 11.Crisis leadership competencies and
development by the use of advanced learning simulations (Albert Angehrn and
Alexander Fliaster) 12.Approaches to post-crisis change (Colin Pilbeam and
David Denyer)