In the Learning Set this week, you will continue to dialogue about your workplace-based problem. As you engage in the problematising process and begin taking action, consider how this week?s concepts and models inform your understanding of your workplace-based problem. Refer to the problem you identified in Week 1?s Learning Set that required a change focus. Although your change may not be a crisis, how can you enhance your proposed change using the complexity theory presented by Paraskevas (2006)? Using Carmeli and Schaubroeck (2008), present some changes that failed at your organisation. Describe how you can use these failures to make your proposed change more successful. Using Weick (1988), explore how sensemaking can be used to conceptualise potential crisis that could arise from the initiative you are experiencing or designing? Think of your proposed change as a response to a crisis. Returning to the change model you created in Week 2, enhance it by incorporating elements of the crisis management models you encountered. ————————————— Referance : Coombs, W.T. (1998) ?An analytic framework for crisis situations: better responses from a better understanding of the situation?, Journal of Public Relations Research, 10 (3), pp.177?191. Mishra, A.K. (1996) ?Organizational responses to crisis: the centrality of trust?. In: Kramer, R.M. & Tyler, T. R. (eds.). Trust in organizations: frontiers of theory and research. Thousand Oaks, California : Sage, pp.261?287 . Mitroff, I. I., Shrivastava, P. & Udwadia, F. E. (1987) ?Effective crisis management?, Academy of Management Executive, 1 (3), pp.283?292. Mitroff, I.I., Pauchant, T.C. & Shrivastava, P. (1988) ?The structure of man-made organizational crises: conceptual and empirical issues in the development of a general theory of crisis management?, Technological Forecasting and Social Change, 33 (1), pp.83?107. Pearson, C.M. & Mitroff, II (1992) ?From crisis prone to crisis prepared: a framework for crisis management?, Academy of Management Executives, 7 (1), pp.48?59. Reilly, A.H. (1993) ?Preparing for the worst: The process of effective crisis management?, Industrial and Environmental Crisis Quarterly, 7 (2), pp.115?143. Shrivastava P. (1987) Bhopal: Anatomy of a Crisis. Cambridge, Massachusetts: Ballinger. Smith, D. (2006) ?Modeling the crisis management process?approaches and limitations?. In Smith, D. & Elliot, D. (eds.). Key readings in crisis management: systems and structures for prevention and recovery. London : Routledge, pp. 99?114 . ?t Hart, P., Heyse, L. & Boin, A. (2001) ?New trends in crisis management practice and crisis management research: setting the agenda?, Journal of Contingencies & Crisis Management, 9 (4), pp.181?188. Ulmer, R.R. (2001) ?Effective crisis management through established stakeholder relationships: Malden Mills as a case study?, Management Communication Quarterly, 14 (4), pp.590?615.
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