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Managing Change in Extreme Contexts (Hardcover, New)
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Managing Change in Extreme Contexts (Hardcover, New)
Series: Routledge Studies in Organizational Change & Development
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Extreme events such as accidents, crises and disasters occur in
organizations of all types. Sometimes these hit the headlines, but
they also occur regularly beyond the public gaze. What follows is
normally an investigation in which 'lessons will be learned' and
the event 'must never happen again'. These produce recommendations
to limit the damage from a future event, or to prevent it
altogether. In many cases, this doesn't happen, and the changes are
not implemented. Why should this be the case? Containing a unique
collection of cross-sector and international case studies, this
book investigates the conditions and processes that encourage or
inhibit change after an extreme event. There are nine
research-based cases including: a re-examination of change in
Haringey Social Services in the aftermath of the deaths of Victoria
Climbie and 'Baby P'; a leak at Sellafield Nuclear reprocessing
plant; an explosion on an offshore gas platform operated by
Centrica Storage, and the multi-agency response to bush fires in
Australia. In providing a comprehensive analysis of organizational
change and crisis management, the book identifies a common event
sequence and recurrent issues, themes and mechanisms. The
cross-case analysis provides both unique insights into
organizational change following extreme events and realistic
guidance for improving change implementation. The result is a
resource that will be vital reading for advanced students,
researchers and managers involved with organizational studies and
crisis management.
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