Crisis Management and Environmentalism: A Natural Fit

See Pearson Christine M. Mitroff Ian I. , “From Crisis Prone to Crisis Prepared: A Framework for Crisis Management,” The Executive, 7/1 (February 1993): 48–59.

See von Wartburg Walter P. , “Political Issue Management with Common Sense,” Industrial Crisis Quarterly, 3/4 (1989): 303–318.

See Deming W. Edwards , Out of the Crisis (Cambridge, MA: Massachusetts Institute of Technology Center for Advanced Engineering Study, 1982); see also Juran J. M. , Juran on Planning for Quality (New York, NY: The Free Press, 1988).

See Pearson Mitroff , op. cit.; see also Pauchant Thierry Mitroff Ian I. , Transforming the Crisis Prone Organization (San Francisco, CA:: Jossey-Bass Publishers, 1992). These dimensions not only emerge from the research that my colleagues and I have conducted, but also from that of others. As part of a research organization which I direct, my colleagues and I have conducted interviews with more than 500 senior executives in over 200 organizations. The organizations span virtually every kind of business and government agency. We thus have a good reason to believe in the robustness of our framework.

Ibid.

Ibid. Crises range from economic, informational, industrial, perceptual, psychological, and so forth.

Perrow Charles , Normal Accidents (New York, NY: Basic Books, 1984).

Pauchant Thierry C. Mitroff Ian I. , Transforming the Crisis Prone Organization (San Francisco, CA: Jossey-Bass Publishers, 1992).

See, for example, Ayers R.U. Rohatgi P.K. , “Bhopal: Lessons for Technological Decision-Makers.” Technology in Society, 9 (1987): 19–45; see also Sethi S.P. , “The Inhuman Error: Lessons from Bhopal,” New Management, 3 (1985): 40–44; see also Shrivastava P. , Bhopal: Anatomy of a Crisis (New York, NY: Ballinger, 1987).

Weick K.E. , “Enacted Sensemaking in Crisis Situations.” Journal of Management Studies, 25 (1988): 308.