University of Chicago Press, 2022 Cloth: 978-0-226-82135-1 | Paper: 978-0-226-82137-5 | eISBN: 978-0-226-82136-8 Library of Congress Classification HD49.C643 2022 Dewey Decimal Classification 658.4056
ABOUT THIS BOOK | AUTHOR BIOGRAPHY | REVIEWS | TOC | REQUEST ACCESSIBLE FILE
ABOUT THIS BOOK
Two experienced corporate crisis advisors offer a thorough and approachable guide to successful crisis management from anticipation to resolution.
All organizations face crises from time to time, and at a time when news, information (or misinformation), and rumors can spread quickly, a timely and thoughtful response to a crisis, is critical. In this book, two industry insiders offer a primer on how organizational leadership should prepare for and handle crises. The steps, plans, and cautions they offer show how organizations can deal openly and honestly with challenges while continuing to survive and prosper.
Thomas A. Cole and Paul Verbinnen show how successful crisis management requires a multi-disciplined approach enacted collaboratively under strong leadership. Drawing on many real-world examples, they speak to not only what to do during a crisis, but also the need for preparedness and post-crisis follow-up. The book is organized around a broad range of discrete issues that need to be addressed in managing any crisis and provides the steps required to successfully address each of those issues. The authors urge crisis managers to focus attention equally on four phases of management: prepare, execute, recover, and then repeat (after reflecting on the results of the last crisis) with the next one. The emphasis is on preparation and planning, setting up the procedures, and organizing the teams that will respond to each crisis.
Unlike other crisis books that focus solely on communication, Collaborative Crisis Management goes further and in addition to communication, it discusses both the legal obligations and organizational challenges that accompany a crisis. The result is an indispensable guide for leaders, board members, and business students.
AUTHOR BIOGRAPHY
Thomas A. Cole is chair emeritus of the executive committee of Sidley Austin LLP, a global law firm. He is the author of CEO Leadership: Navigating the New Era in Corporate Governance, also published by the University of Chicago Press. Paul Verbinnen is co-chair, North America of FGS Global, a preeminent strategic communications firm. He is actively involved with many of the firm’s clients, including public corporations, high-profile executives, and educational institutions.
REVIEWS
“As anyone who has lived through a major corporate crisis knows, each crisis comes with its own facts, context, and nuance, requiring judgment and nimble decision-making. This book is packed with practical insights for successful crisis management. It will be an invaluable resource to boards and members of senior management who are responsible for taking the lead when a company is faced with a major crisis.”
— Greg Smith, former Executive Vice President for Enterprise Operations and CFO at Boeing
"Filled with tidbits of wisdom, explanations of decisions facing boards and management, questions to ask, and perspectives to consider, Collaborative Crisis Management is an indispensable book for those who are just learning how to navigate a crisis as well as those who are experienced and looking for a refresher. Regardless of whether you serve on a public, private, or not-for-profit board, this easy-to-read book with its well-researched appendices is a master class in crisis management!"
— Michele Hooper, CEO, The Directors' Council; retired board member, National Association of Corporate Directors; Board Director, UnitedHealth Group and United Airlines Holdings
"I cannot recommend Collaborative Crisis Management too highly for any senior corporate manager. Cole and Verbinnen have written a classic on how to deal with the inevitable corporate crises that every manager will face at some point."
— David M. Rubenstein, Co-Founder and Co-Chairman of the Carlyle Group
"Collaborative Crisis Management provides effective strategies, practical examples and lessons learned in crisis management for public sector companies. . . . The overarching strategies described by the authors can be used by any leader to prepare, handle and recover from a crisis."
— School Administrator
TABLE OF CONTENTS
Introduction
Part 1: Prepare
1: What Are the Common Themes? General Understandings Critical for Preparedness
2: How Do We Prepare? Concrete Elements of Preparation
3: What Is the Role of Corporate Culture?
Part 2: Execute
4: Who Calls the Shots? Governance and Organizational Aspects
5: Can We Afford This? Financial Aspects
6: What About Those Lawyers? Legal Aspects
7: What Do We Say? Communications Aspects
8: What About Our People? Human Resources Aspects
9: What About That Apology? A Multifaceted Issue
Part 3: Recover
10: Why Did It Happen? Root Cause Analysis
11: Can We Regain Trust? Reputation Rehabilitation
Part 4: Repeat
12: Did We Learn Anything? Assessment of Lessons Learned from Our Handling of the Crisis
Part 5: Other Organizations
13: What’s Different for Private Companies?
14: What’s Different for Universities and Other Not-for-Profits?
Part 6: The COVID-19 Pandemic
15 Observations on Public Company Responses
Part 7: Conclusion
16: What Questions Should We Be Asking?
Acknowledgments
Appendix A: The Tylenol Murders
Appendix B: Other Books About Crisis Communications
Notes
Index
About the Authors
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