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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.
 

How an esoteric economic theory—and its most devout believers—changed the world forever.

In the modern economy, stock price is king. The value of a corporation is measured in how it enriches its shareholders, even when doing so subtracts from long-term growth or social good. Greed, in the last half-century of corporate practice, has become very good. Company Men is a sweeping intellectual history of how shareholder value rose from the lesser-known edges of academic theory to the vanguard of corporate practice.

Historian Sean Delehanty marshals archival resources to reveal how a group of motivated consultants, activist investors, and academic economists successfully branded shareholder value as the antidote to problems of management and economic stagnation in the 1970s. In their success, they created a class of well-heeled managers who executed shareholder-value theory as an everyday practice—and at the expense of most everything else. Delehanty’s history of the modern American corporation is a sobering account of the business regime that would rule the world and produce no shortage of regrets—even amongst those who championed it. Company Men is intellectual history at its most vital, offering a surprising origin story of our economy’s discontents.

Managing nature’s playground—where diversity meets design.

A major problem of outdoor recreation management addressed in Hobson Bryan’s Conflict in the Great Outdoors is the difficulty in identifying sportsmen subgroups having distinctive preferences and expectations as to the composition of the “quality” outdoor experience. Land-use managers and planners are faced with the problem of matching resources with more users having increasingly specific motivations. Bryan applies his theory of variations within a leisure activity by addressing what sportsmen do and why they do it in various activities such as mountain climbing, hunting, canoeing, skiing, and backpacking.