Crisis Control

Anywhere, anytime, a crisis can strike. Every organisation is vulnerable to a range of threats which can strike without warning and rapidly escalate to a point where they just won't go away. Maintaining control of an organisation is about deflecting threats and planning for the future. The purpose of this book is to give managers tried and tested solutions for better crisis management. Crisis Control is aimed at anticipating and controlling crisis situations. It shows how to develop contingency plans in line with organisational policies and identifies methods of developing checklists and systems. Training, testing and maintenance of such a program is outlined as a strategic process. This book offers a wide range of responses for those managers who have to create a crisis actin plan for a large number of stakeholders including employees, victims, financial markets, political leaders, bureaucrats, international affiliates, shareholders and, of course, the media.

Crisis and Control explains how neoliberal shifts in political and economic systems are militarizing the policing of protest. The book offers a way to understand the influence of political processes on police practices and provides an empirical study of militarized protest policing from 1995 until the present. Lesley J. Wood shows how protest policing techniques have become more militarized and more dependent on intelligence gathering over the past fifteen years partly as a result of the neoliberal restructuring political, economic and social processes. On an increasingly integrated and tumultuous globe, new militarized technologies, formations and frameworks are diffusing quickly through policing networks. Crisis and Control uses novel theoretical and methodological approaches and a unique range of empirical data to make an important and radical contribution to a growing field.

This book explores the management of information in crises, particularly the interconnectedness of information, people, and technologies during crises. Natural disasters, such as the Haiti earthquake and Hurricane Katrina, and 9/11 and human-made crises, such as the recent political disruption in North Africa and the Middle East, have demonstrated that there is a great need to understand how individuals, government, and non-government agencies create, access, organize, communicate, and disseminate information within communities during crisis situations. This edited book brings together papers written by researchers and practitioners from a variety of information perspectives in crisis preparedness, response and recovery. Edited by the author who coined the term crisis informatics Provides new technological insights into crisis management information Contributors are from information science, information management, applied information technology, informatics, computer science, telecommunications, and libraries

Today's managers, business owners, and public relations practitioners grapple daily with a fundamental question about contemporary crisis management: to what extent is it possible to control events and stakeholder responses to them, in order to contain escalating crises or safeguard an organization's reputation? The authors meet the question head-on, departing from other crisis management texts, and arguing that a complexity-based approach is superior to the standard simplification model of organizational learning.

No one knows this better than Eric Dezenhall and John Weber, who help companies, politicians, and celebrities get out of various kinds of trouble. In this brutally honest and eye-opening guide, they take you behind the scenes of some of the biggest public relations successes—and debacles—of modern business, politics, and entertainment. You’ll discover: • Why the 1982 Tylenol cyanide-poisoning case is always cited as the best model for damage control, when in fact it has no relevance to the typical corporate crisis. • Why Audi never fully recovered from driver accusations of “sudden acceleration”—despite evidence that nothing was wrong with their cars. • What the crises faced by George W. Bush, Jim McGreevey, Sammy Sosa, Lance Armstrong, Martha Stewart, Coca-Cola, and the Catholic Church have in common . . . and what they don’t. This new revised edition includes an additional chapter "Our Permanent Leakocracy" including information about WikiLeaks and what that notorious case means for business.

Drawing on 11 case studies, beginning with the Crimean War and ending with the 1973 Mideast War, this volume presents an ambitious analysis of crisis management. The contributors analyze the role of factors such as intelligence, bargaining, rules, and stress. Throughout the volume, they attempt to grapple with the central problem facing experts on superpower relations today: how relevant is this kind of analysis to a post-Cold War environment? They conclude with possible future flashpoints, recommendations for containing escalation, and integrate the overall study's findings into existing theories of crisis behavior. They also make a convincing case that there are valuable lessons to be learned from past U.S.-Soviet crises. An epilogue touches on the outbreak of the Gulf crisis in 1990. ISBN 0-8133-1232-9: $59.95.

Offering a strategic orientation to crisis management, this fully updated edition of Crandall, Parnell, and Spillan′s Crisis Management helps readers understand the importance of planning for crises within the wider framework of an organization′s regular strategic management process. This strikingly engaging and easy-to-follow text focuses on a four-stage crisis management framework: 1) Landscape Survey: identifying potential crisis vulnerabilities, 2) Strategic Planning: organizing the crisis management team and writing the plan, 3) Crisis Management: addressing the crisis when it occurs, and 4) Organizational Learning: applying lessons from crises so they will be prevented or mitigated in the future. The second edition emphasizes the importance of managing both the internal landscape (those stakeholders within the organization, such as the employees, owners, and management) and the external landscape (those stakeholders outside of the organization, such as the media, customers, suppliers, general public, government agencies, and special interest groups).

In Crisis of Control, Peter Scott lays out the stark choices and consequences facing the human race as we are caught in the crosshairs of twin threats stemming from exponential advances in technology: easy access to weapons of mass destruction by terrorists, and the development of artificial intelligences that could take over our infrastructure.

Stochastic Optimal Control (SOC)—a mathematical theory concerned with minimizing a cost (or maximizing a payout) pertaining to a controlled dynamic process under uncertainty—has proven incredibly helpful to understanding and predicting debt crises and evaluating proposed financial regulation and risk management. Stochastic Optimal Control and the U.S. Financial Debt Crisis analyzes SOC in relation to the 2008 U.S. financial crisis, and offers a detailed framework depicting why such a methodology is best suited for reducing financial risk and addressing key regulatory issues. Topics discussed include the inadequacies of the current approaches underlying financial regulations, the use of SOC to explain debt crises and superiority over existing approaches to regulation, and the domestic and international applications of SOC to financial crises. Principles in this book will appeal to economists, mathematicians, and researchers interested in the U.S. financial debt crisis and optimal risk management.

In reaction to the international financial crisis of 2007, a network of social scientists from seven countries analyzed the various changes in the regulation of financial markets, and this book presents their results. The articles published herein show patterns of institutional change that were triggered by the economic crisis on different political levels, of their implementation and effectiveness, as well as their results. An indispensible tool for political scientists, Crisis and Control contributes significantly to the theory of institutional change.